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Transcript of Consultations on the Proposed Tyre Industry Waste ...sawic.environment.gov.za/documents/8755.pdf ·...
Consultations on the Proposed TyreIndustry Waste Management Plans
May – June 2018
Purpose
• In terms of NEMA Waste Act, S28, Minister made a call for Industry Tyre Waste Management Plans with a deadline of 31 December 2017.
• Minister received 4 plans • The Minister’s notice published 7 May 2018 calling for public
hearings, accordingly the 4 plans were made public• Sessions arranged in 7 Provinces within the period of 30 days,
taking into account the geographic spread• The department is required to follow due process and thus the
sessions are recorded
Purpose of the sessions
Provide equal opportunity to all plan owners to present an overview of their submissions
Provide equal opportunity to all interested and affected parties to engage on the submitted plans
Provide a forum for open dialogue in order to clarify ambiguities and challenge plan owners on the sufficiency of the plan in line with overall national environmental strategy
To provide information from the Waste Bureau on the current network of tyre operations, infrastructure and participants with due compliance to PAIA and POPI
To give an overview of Extended Producer Responsibility in relation to Tyre Industry Plan
Plans received as follows
• SATRUCO - 31 December2017
• TWAMISA – 30 December 2017
• JPC ENERGY – 11 December 2017
• EVERGREEN ENERGY – 16 November 2017
Facilitators
• Session to be facilitated by:
– Tebogo Skwambane
– Lindiwe Gadd
– Thabi Kgaka
What this session is not
• This session is NOT a forum to raise grievances on REDISA, however we do welcome comparative views of the new plans vis-à-vis REDISA
• This session is NOT a forum for extended commentary on the merits/demerits of each plan but rather to seek clarification
• This session is NOT meant to discredit any individual
Our Role
Ensure objectivity and fairness in the consultation process
Ensure all interested and affected are afforded an equal opportunity to engage on the plans
Ensure accurate and fair recordings of the proceedings
House Rules
• Questions open to the floor shall be limited to ONE question per round, in order to get as many participants to voice their views
• When asking a question or presenting a statement, please state your name and organisation
• Times allotted to tea breaks and lunch shall be respected to maintain all objectives of the programme
• Please respect speakers and participants as they speak – allow them to make their point
DEA Presentations on Regulations and the S28 Notice, REDISA Litigation, EPR vision and
outlook for the Tyre Industry
9
SECTION 28 OF THE WASTE ACT, THE WASTE TYRE REGULATIONS AND THE S28 NOTICE
BACKGROUND
• The National Environmental Management: Waste Act No.59 of 2008 (NEMWA) regulates waste management inSouth Africa.
• S28(1) empowers the Minister to require a person orcategory of persons that generate waste to prepare andsubmit an industry waste tyre management plan.
• In terms of this section the Minister called on tyreproducers, any other person, category of persons orindustry that generates waste (and by implication personswho have the support base of generators waste) tosubmit waste tyre management plans.
BACKGROUND
• S32(5A) Consultation process on the plans
• S32(1) Minister may
approve a plan in writing on certain conditions and givedirections on the implementation of the plan.
require additional information to be submitted.
require amendments to be made to the plan.
may reject the plan with reasons and if it does not meet therequirements of the notice published in terms of section 28.
TRANSITIONAL ARRANGEMENTS
• Regulation 12 provides for transitional arrangements in the eventthat a waste tyre management plan expires, is withdrawn or isterminated and at the time there exists no other industry wastemanagement plan
• In this case, the Waste Management Bureau shall be responsible tofacilitate, supervise and control the management of waste tyres inthe interim until a new industry waste tyre management plan isapproved.
• The Bureau may issue instructions for the management of wastetyres, which instructions must be complied with within thetimeframe stated in such instruction.
• All participants that were registered with the previous waste tyremanagement plan shall in the interim register with the Bureau.
• All tyre producers must submit to the Bureau the same declarationsthat they submit to SARS in respect of the quantity of tyresproduced or imported, on a quarterly basis.
• The Bureau must establish a waste tyre forum with all affectedindustry to deal with governance and operational matterspertaining to the management of waste tyres during the interim,until a new industry waste tyre management plan is approved.
TRANSITIONAL ARRANGEMENTS
Presentation on litigation and
liquidation: REDISA
May 2018
• On 1 June 2017, the Minister brought an application to provisionally liquidate REDISA and on 8 June 2017, she
also brought an application to liquidate Kusaga Taka Consulting (KTC). Both companies were placed under
provisional liquidation on the respective dates.
• Furthermore, on 9 June 2017 the Minister obtained a provisional liquidation order against the Product Testing
Institute (PTI). The return date has been extended, by agreement, to 12 October 2018 pending the finalization of
the appeals lodged with the SCA on REDISA and KTC.
• On 15 September 2017 the High Court placed both REDISA and KTC under final liquidation.
1. Liquidation Applications
• REDISA and KTC applied for leave to appeal to the Supreme Court
of Appeal (SCA) against the entire judgement and order of Mr Justice
Henney.
• The SCA granted the leave to appeal on 14 February 2018. The
matter has not yet been allocated a date for hearing by the SCA.
2. Leave to Appeal to the Supreme Court of Appeal
The following performance information has been received from the provisional
liquidators:
ACTIVE PARTICIPANTS AS AT JUNE 2017
MICRO COLLECTORS 499
TRANSPORTERS 78
DEPOTS 20
PROCESSORS 15
3. Performance of Plan under Liquidators ~JUNE TO SEPTEMBER 2017
June July August September TOTAL
Tonnages
collected6386.78 7711.13 7978.35 7127.24 29 203,50
Tonnages
delivered for
processing
4936.11 4284.48 3852.98 3813.09 16 886,66
3. Performance of Plan under Liquidators ~JUNE TO SEPTEMBER 2017
3. Performance of Plan under Liquidators ~JUNE TO SEPTEMBER 2017
1 June 2017 30 September 2017
Cash resources R 178 547 943 R 82 451 332
Cash resources of REDISA at date of provisional liquidation and cessation of
operations (30/09/2017)
4. Liquidation Process
• All REDISA’s assets are securely stored, save for those which are
being utilized by the Waste Management Bureau as per the interim
arrangement.
• Provided the final liquidation order is upheld by the SCA, the
provisional liquidators will then commence disposal of assets and
finalising creditors’ claims.
• The provisional liquidators will, in due course, lodge a liquidation
and distribution account with the Master of the High Court in relation
to the administration of REDISA.
EXTENDED PRODUCER RESPONSIBILITY (EPR) VISION AND OUTLOOK
DEA Public Hearings on Tyre Industry Waste Management Plans
21 MAY 201822
23
• Vision Summary
• Circular Economy
• EPR Definition
• Global EPR Practices
• Sound Waste Management
• Legislative Basis and Rationale for IndWMPs
• National Pricing Strategy
• Process Flow
• Progress on Plans Received
PRESENTATION OUTLINE
VISION SUMMARY
Problem Statement: too much of waste going to waste, insufficient infrastructure and skills,
production/consumption, consumerism, underfunding, pervasive underpricing,unsafe, unhealthy,
undignified conditions
Value proposition: waste valorisation, waste/recycling economy, job creation, enterprise development, resource efficiency, waste to
energy, service delivery, governance, revenue
.
Desired Outcome: Less waste, waste diversion, jobs, recycling, circular economy, sound
material society, transformation, levelling the playing fields, streamlined regulatory
processes 24
EVOLUTION OF WASTE POLICY IN SA
2001
Polokwane Declaration
1999
National Waste Management Strategy
2000
Integrated Pollution and Waste Management Policy
2008
Waste Act
2014
National Environmental Management: Waste Amendment Act
2010
National Policy for the Provision of Basic Refuse Removal Services to the Indigents
2012
National Waste Management Strategy
National waste
Data baseline Report
1998
National Environmental Management Act
25
Currently, 111 megatonnes of waste is generated per annum, of which 75% ends up in landfills
0.62% contributionto GDP1
111 Mt of waste generated per annum
75% of waste disposed in landfill2
60,000 – 90,000 informal waste pickers
~110,000 formal jobsin chemical sector
~10% annual job growth in the private waste economy
~35,000 formal jobs in
the waste economy
SOURCE: 2012 National Waste Baseline, Stats SA, World Bank, DST South African Waste Sector 2012: An analysis of the formal private and public waste sector in South Africa. A National Waste RDI Roadmap for South Africa: Phase 1 Status Quo Assessment
1 In 2012 DST estimated the GDP contribution to be 0.62%, increase since then is estimated based on annual job numbers from Stats SA houshold surveys2 The remaining 25% are either recycled, beneficiated, including agriculture organic waste composted at source
The Chemicals and Waste Economy Phakisa aims to reduce negative impact on the environment, while growing the GDP contribution and creating jobs
Foster inclusive growth through positioning of South Africa as a globally competitive producer of sustainable products
Increase commercialisation of the circular economy and create value from resources currently discarded as waste
Key objectives▪ Grow the secondary resources economy
by increasing local utilization and beneficiation of waste resources by 50%-75% through creation of an enabling regulatory environment
▪ Generation of opportunities from chemical and waste resources for the creation of jobs/ opportunities in new / existing markets specifically through enabling SMMEs
▪ Invest in R&D innovation (including IP) and infrastructure to enhance the utilization of local waste resources for new products, substances and services that will create jobs, and enhance the production of environmentally friendly chemicals
▪ Reduce waste to landfill by 75% of industrial waste and 50% of municipal waste through education and awareness, compliant society, application of cleaner production
Phakisa Aspiration
Reduce the negative environmental and health impact of waste and risks posed by chemicals
Figure 4: A Diagram Showing How We Derive the Waste Plans from Legislation
LEGISLATIVE BASIS AND RATIONALE
28
NWMS
Goal 1: Promote waste minimisation, re-use,
recycling and recovery of waste
Goal 8: Establish effective compliance
with and enforcement of the
Waste Act.
Goal 7: Provide measures to remediate
contaminated land
Goal 6: Ensure sound budgeting
and financial management for waste services
Goal 5: Achieve integrated waste
management planning
Goal 4: Ensure that people are aware of the
impact of waste on their health, well-being and the environment
Goal 3: Grow the contribution of the waste sector to the
green economy
Goal 2: Ensure the effective and
efficient delivery of waste services
Industry Waste Management Plans …4National Waste Management Strategy Goals:
More interventionist measures
Reinforce IndWMPs and address gaps
Industry waste management plans
Main co-regulatory tool
Encourage voluntary plans and targets
Listing, impact assessment & licensing
Regulates waste management activities
WCMS, norms and standards
Foundation of regulatory system
LEGISLATIVE BASIS AND RATIONALE …2
Figure 5: A Diagram Showing A Regulatory Toolbox from the NWMS 30
BACKGROUND
REDISA plan approved for 5years
30 September
2017REDISA plan approval withdrawn
29 March 2017Published draft S28 Notice for public
comment
29 September
2017Waste Tyre regulations published for
implementation
2 October 2017 Waste Management Bureau
commenced managing waste tyres
in the interim
30 October 2017 Final S28 Notice published calling for
waste tyre plans
31 December
2017Due date for submission of waste tyre
plans
PROCESS FLOW
Receive plansDepartmental
Evaluation of PlansInterdepartmental evaluation of plans
Departmental consultation
process
Consolidation & Analysis of comments
and inputs
Recommendations to the Minister
Gazetting of the preferred plan/s
Ministerial decision on the
plans
Addressing public concerns
Figure 8: A Diagram Showing the Process Flow for Industry Waste Management Plans 32
CIRCULAR ECONOMY
• Circular economy is a response to the aspirations for sustainable growth in the context of thegrowing pressure of production and consumption on the world’s resources and environment.
• The economy has mainly operated on a ‘take-make-dispose’, replaces linear model andnotion of “end of life” and keep the added value in products for longer to eliminate waste.
• It keeps resources within the economy when a product has reached the end of its life, so thatthey can be productively used again and again and hence create further value. This transitionto a circular economy shifts the focus to reusing, repairing, refurbishing, re-purposing,recycling and upcycling.
• Business can redesign complete supply chains for resource efficiency and circularity. This can,in a way create new markets responding to shifts in consumption patterns away fromtraditional ownership towards using, reusing and sharing.
• Recycling rates are influenced by the quality of recovered materials and the economicviability of recycling operations.
33
Figure 6: A Diagram Showing Upstream and Downstream Economic Instruments for EPR
NATIONAL PRICING STRATEGY
35
Figure 7: A Diagram Showing Models for Government, Industry Managed EPR Plans and Revenue Collection
NATIONAL PRICING STRATEGY …2
36
EPR DEFINITION
“Extended Producer Responsibility (EPR), an
environmental policy approach in
which a producer’s responsibility for a product is extended
to the post-consumer stage of a product’s life”
OECD
37
EPR ROLE PLAYERS
38
Figure 1: A Diagram Showing Full Organizational Responsibility
GLOBAL EPR PRACTICES
• EPR is international recognised as a efficient means to manage the
waste management value chain.
• First developments in the early 1990s.
• EPR schemes have contributed to significant increases in recycling
rates and reductions of public spending on waste management in
many countries.
• Most OECD countries have now implemented EPR policies in key
sectors such as packaging, electronics, batteries and vehicles.
• Emerging economies in Asia, Africa and South America have also
started to develop EPR programmes in recent years. 39
GLOBAL EPR PRACTICES …2
EPR Adoption
• European countries, Germany, Sweden, and France were early adopters of EPR.
• Policy makers in Europe and emerging economies are now implementing EPR
policies as an efficient target-oriented environmental tool along with traditional
instruments and regulations.
40Figure 2: A Diagram Showing Cumulative Adoption of EPR Over Time
EPR ROLE PLAYERS
41
Product Responsibility Organisations (PRO)
• Individual collection and treatment schemes are mostly applied in business-to-
business contexts characterized by a limited number of actors.
• They are implemented though producers who organise and finance collective
Producer.
• Responsibility Organizations (PROs) that will carry out the collection and/or recycling
of end-of-life products on behalf of their members.
• Between 1998 and 2007, it is estimated that more than 260 PROs were established in
Europe.
• The number of PROs per sector varies a lot across countries.
• In France, 1 PRO is in charge of household packaging waste, compared to 29 PROs
in the UK for the same sector.
EPR ROLE PLAYERS …2
42
General Government / Regulator Responsibilities
• Policy makers have a key role to play in clearly defining the respective roles and responsibilities of
municipalities, PROs, producers, and consumers, and to ensure that these are enforced.
• Governments may establish mandatory EPR programme or promote voluntary agreements with the
industry instead of imposing legislation and mandatory requirements.
• Programmes under which producers operate voluntarily are often referred to as “Stewardship
programmes”.
• These can be initiated by manufacturers and encourage all stakeholders (manufacturers, retailers,
consumers, recyclers) to share responsibility for a product’s overall environmental and social impact.
• Most OECD countries and many emerging economies have EPR programmes and policies in place.
• Such programmes are also in the scoping stage in some developing countries in Asia, Africa and
South America.
• The specific features and outcomes of these measures vary significantly across regions, countries
and industries.
Presentations on the proposed Waste TyreManagement Plans
43
SOUTH AFRICAN WASTE TYRE REUSE COMPANY
INDUSTRY WASTE TYRE MANAGEMENT PLAN
Moving towards a resource efficient circular economy
Prepared by South African Tyre Reuse Company (NPC 2016/374705/08)
ABOUT SATRUCO AND THE SATRUCO PLAN
• The South African Tyre Reuse Company SATRUCO (NPC 2016/374705/08) was established in 2016 as a Non-Profit Company to address growing concerns relating specifically to the management of waste tyres in South Africa
• The SATRUCO plan is in direct response to inter alia, regulation 6 (3) of the Waste Tyre Regulations 2009, the subsequent amendments of the Waste Tyre Regulations 2009, published in the government gazette no. 40199 of August 2016, the Waste Tyre Regulations 2017 and the Section 28 Notice published on the 30 October 2017.
• The “People Centred and People Driven Development ”approach of this plan was widely consulted upon since its first iteration and amended from the original plan as per the comments and input suggested through the consultation process.
• This Plan has the support of among other strategic entities the CBO’s, Universities, Technology Innovation Agency, DTI, DST, Department of Basic Education, the SETAs, Urban and Rural Municipalities, Civic Movements, waste pickers association, UIF, Industry etc.
• It is a value chain focused plan, which will ensure South Africa’s ability to beneficiate and recycle tyres, export beneficiated products, provide innovative solutions for the waste tyre industry, create new employment opportunities thereby reducing unemployment and poverty whilst improving the quality of life and environment all South Africans.
The Plan will also:
• Reduce pollution of the environmental caused by the stock piling of waste tyres and prevent the indiscriminate dumping and burning of waste tyres;
• Reduce the number of poor families who are dependent on government social grants and free services in order to survive;
• Facilitate community participation in the process of building South Africa into becoming a developmental state
ABOUT SATRUCO AND THE SATRUCO PLAN - CONTINUED
THE GOVERNANCE MODEL TO IMPLEMENT PLAN
TREASURY
SARS
OUR VISION AND MISSION
VISION:
To achieve sustainable economic growth throughout the value chain by providing,
• a clean and healthy environment in line with international best practices,
• innovative solutions and global competitiveness through the efficient and effective management of Waste tyres for improved quality of life for all citizens of South Africa.
MISSION:
To make a critical contribution to waste tyre management in South Africa by:
• Encouraging a vibrant circular economy approach in the management of waste tyres.
• Ensuring a value chain model for the beneficiation of waste tyres by promoting the reuse, reduce, recycle modalities and the internationally acclaimed EPR methodology.
• Making waste tyre management a national priority.
• Giving SATRUCO visibility through its awareness raising programme and its CSI programmes and explicitly defining national interests in waste tyre management.
• Creating meaningful sustainable jobs through the fostering of SMME’s with a special
focus on BBBEE.
• Ensuring that resources are applied in ways that reflect these national interests and
priorities (radical economic transformation within a pro- poor framework).
• Ensuring the availability of skills, knowledge, and capacity to implement waste tyre
management programs effectively.
• Promoting social compacts in delivering the developmental state agenda, and
• Ensuring all of the above are achieved through benchmarking against international
standards and governance principles in a transparent manner.
OUR MISSION - CONTINUED
MORE SPECIFICALLY
THE SATRUCO PLAN IS COMMITTED TO:
• Focus on processing of waste tyres as opposed to collection and stockpiling, and adding value by turning waste tyres into a marketable commodity.
• The greening of the waste tyre management sector in South Africa and emphasizing the 4Rs (reduce, reuse, recycle, recover) in its operational plan.
• Focusing on social objectives of sustainable development, which will generate jobs, create new SMME’s and entrepreneurs, and contribute to economic growth whilst addressing environmental issues within a pro- poor framework.
• Ensuring cradle to cradle recycling/management of all types of tyres as listed in the Waste Tyre Regulations (2017), inclusive of OTR (Off the Road Tyres) .
• Delivering benefits to subsequent generations, by providing them with a more robust economy, a fairer and more inclusive society and a cleaner environment, through the reuse, recycling and recovery of materials from waste tyres, thereby facilitating intergenerational equity.
• Upholding the three “pillars” of sustainable development namely, environmental, economic and social development by aligning the Waste Tyre Management Plan to the objects set by the Department of Environmental Affairs and the targets set in the National Development Plan.
OPERATIONAL STRUCTURE OF SATRUCO
TRANSPARENCY AND CONTROLS IN THE SATRUCO GOVERNANCE MODEL
The SATRUCO Board will comprise of at least 7 Board Members, with 2 ex-officio members and 1 oversight member:
• Legal,
• Human Resources,
• Risk Management and Compliance,
• Industry representation,
• Finance,
• Technical,
• Communications,
• Including the CEO (ex Officio) and
• DTI representative (ex officio)
• A representative of Treasury with oversight input
WTF (Waste Tyre Forum):- (A non-profit entity of industry stakeholders)
The WTF will comprise elected and nominated members from Industry. The WTF will act as a consultative forum for exchange of industry related information. The Membership of the WTF will not exceed 12 Representatives. Representatives that will be invited includes the SATMC , NAAMSA, TIASA,RMI,DTI, and other interested stakeholders.
Waste Bureau:
Waste Bureau as per the NEMWA (2008)and the NEMWAA (2014) in respect of the SATRUCO Plan will assist the Satruco Plan as follows:
• Oversee the implementation of the Industry Waste Tyre Management Plan
• Management and the disbursement of revenue collected from waste tyre management levies.
• Manage and set up a database for all role players in the waste industry, which includes the Waste Tyre Industry role players ( 4 tiers of the SATRUCO Plan).
• Receive annual reports from SATRUCO during the funding cycle and will provide SATRUCO with the necessary reporting templates and obligations.
• Conduct a mid-term and final review/ evaluations of the SATRUCO Plan.
• Consider recommendations from the Waste Tyre Forum and SATRUCO during the 5-year cycle.
OTHER STRATEGIC PARTIES TO THE PLAN
FUNDING FLOW
PERCENTAGE ALLOCATION OF FUNDING TO CREATE SUSTAINABLE ENTERPRISES
COST ALLOCATION TOTAL
Waste Tyre Collection Co-operatives 10%
Short haul transport from fitment centres 10%
Long Haul Transport from pre-processing ops 12%
Historical Abatement Transport Costs 3%
Tyre Destruction Officers (TDO) 6%
Micro -transfer stations 5%
Depots 8%
Pre-processing Operations 8%
Recyclers and processor subsidies 8%
Transfer sites/depots 3%
Marketing 3%
Skills training 3%
Awareness raising and social responsibility 2%
Enterprise development 2%
Research & Development and 1 international conference 2.5%
Conference attendance and study visits 1%
Call centre 0.5%
Auditing and Compliance 3%
Administration Costs 10%
Total 100%
SPECIFIC OBJECTIVES OF THE PLAN
To:
• Manage waste tyres throughout the value chain (collection, reuse, recycling and energy recovery) responsibly in line with international best practices.
• Unlock the social and economic opportunities in waste tyres through promotion of reuse, reduce, recycle and recover model (circular economy).
• Minimise pollution and other environmental impacts of waste tyres.
Create a vibrant waste tyre recycling and processing economy that will:
• Promote skills development and job creation through partnerships with public and private entities;
• Promote SMME development,
• Create public awareness about opportunities in waste tyres.
• Encourage research and innovation in the area of waste tyres.
Eradicate poverty and inequality and thereby;
• Guarantee the protection of the freedom, rights and values as enshrined in the Constitution of the Republic of South Africa and Freedom Charter.
SATRUCO’S READINESS TO IMPLEMENT THE PLAN SATRUCO DECLARES ITS READINESS TO IMPLEMENT THE PLAN BASED ON THE FOLLOWING REASONS AND FACTS:
• This plan was a proactive outcome by SATRUCO over a two year period after reviewing deficiencies in the management of waste tyres and the Industries concerned therewith. Further having had some 10 years experience in the tyre industry and collectively over 100 years of experience through the members of SATRUCO and extensive consultation with all the relevant stakeholders, namely industry, communities, scientists locally and internationally, the plan came into being.
• Has the necessary high-level business acumen and capability, scientific team, training and development teams and partnerships, infrastructure, operations and sophisticated IT network, stakeholder commitment to commence with operations with immediate effect,
• Has identified potential processors, recyclers and investors who are committed to establish plants as soon as licensing (environmental/emissions) and compliance regulations will allow, to ensure beneficiation of tyres can commence abruptly.
• Has a database of businesses that can and will process legacy and other stockpiles that have been accumulating,
• A team of experienced Legal , finance, HR , Risk Managers, Environmentalists and negotiators who have developed a plan to absorb and honour all contracts/ agreements entered into by the Waste Bureau, after a compliance and a due diligence assessment has been completed,
• A team of Chartered accountants who will assess and absorb all existing operating businesses, their assets and liabilities with immediate effect subject to processes as detailed above.
• A qualified training team who have developed accredited curricula (NQF Level 1-5) in partnership with public Universities, TVET colleges and the SETAS,
• Partnerships and MOUs with Universities, SETAS, TVET colleges to implement accredited training and certification with immediate effect,
• A database and partnership with Community Based Organisations across the country to ensure a speedy set up of regional and provincial operations immediately,
• An enterprise development team to assist SMMEs with set up and implementation of their respective business plans, as well as to monitor and evaluate their operations .
• An internationally acclaimed marketing and branding team and a marketing and branding strategy to commence the public awareness programmes,
READINESS (CONTINUED)
• A bespoke IT plan developed, and tested by an expert international partner who have jointly developed the SATRUCO IT Management System (SIMS) aka “The Glue”.
• Is a registered as a member of the Chartered Institute of Waste Management CIWM (UK) a professional body for waste professionals which represents over 5,000 individuals and organizations across the world. SATRUCO has access to this international expertise at its disposal as and when required.
• The capacity, to commence with the regional stakeholder imbizos which will include representatives from the DTI, DST, TIA, DHET, DEA, Department of Basic education, CSIR, CBO’s, NEDLAC and Municipalities, (Municipal waste managers, all social media and national media operators).
• An interactive website to keep stakeholders informed of all matters relating to SATRUCO Network.
• Its own call-centre to field all queries in order to direct such queries for resolution to the relevant sector of SATRUCO (Call Centre no: 011 568 1455)
READINESS (CONTINUED)
INDICATORS TO MEASURE THE IMPACT OF THE PLAN
• Evidence of the targeted number of recyclers, processors, sustainable jobs, enterprise development and SMME development in the said period year on year.
• Evidence of its impact on reduction of the stock-piling of waste tyres and diversion from landfill sites.
• Evidence of its engagement with public and private entities namely, government departments and support services, business and industry, training institutes, the community development service providers, the civic movement and grass root communities in developing the tyre waste economy.
• Evidence of its ability to create the targeted number of sustainable downstream businesses, SMME’s and innovation.
• Evidence of the number of trained capacity developed to be employed in the tyre recycling, reuse and materials recovery industry.
• Its database of research and innovation conducted during its operational period.
• Showcasing its achievements through an electronic newsletter once a quarter.
• SATRUCO’s annual reports.
• SATRUCO’s International conference wherein its achievements will be showcased.
• SATRUCO’s real time data produced by its bespoke IT system
INDICATORS (CONTINUED)
IMPLEMENTATION OF THE PLAN
THE MODEL
STRUCTURE
FUNDING FLOWS
TARGETS
THE CURRENT SCENARIO FOR THE MANAGEMENT OF WASTE TYRES IN SOUTH AFRICA
CRUMBING / PYROLYSIS
THE WASTE HIERACHY
The implementation of the SATRUCO Plan is based on the principles aligned to the wastehierarchy, which is aimed at extracting the maximum practical benefits from products and togenerate the minimum amount of waste, whilst creating jobs and opportunities for SMMEdevelopment in South Africa.
Recycling Tonnage Availability - Nationally (Estimate)
Total Recyclable Passenger
Recyclable Truck &Bus
Total Truck & Passenger nationally
Recyclable Agric & Impl OTR & Mining
Total Agri/Impl/otr/mining Total Available
Gauteng 23 207 17 257 40 464 2 278 5335 7 613
Limpopo 4 777 3 553 8 330 469 9878 10 347
North West 4 436 3 299 7 735 436 10336 10 772
Mpumalanga 4 846 3 604 8 450 477 8336 8 813
Eastern Cape 7 078 4 108 11 186 648 83 731
Free state 4 152 2 870 7 022 610 3293 3 903
Northern Cape 1 726 1 200 2 926 255 2834 3 089
Kwazulu natal 13 041 8 994 22 035 1254 1417 2 671
Western Cape 10 325 6 350 16 675 1270 167 1 437
Total Nationally 73 588 51 235 124 823 7 697 41679 49 376 174 199
Tyre Dealers-Waste sorted and tyres
mutilated
ManufacturersReject tyres
Community collectionsAreas
Historical Stockpiles
Pre- Processing Operations (TDF manufacturing)
THE SATRUCO PLAN FOR MANAGEMENT OF WASTE TYRES
Energy recovery
Truck and Passenger Tyres
Pre Processing: Downsizing Process
before Recycling/Pyrolysis
NO BALING!
Pre- processing operations
Crumbing Operations
Pyrolysis Operations
Nylon/Radial Passenger tyres
Radial Truck Tyres
HFO
Carbon Char
Surplus exported as TDF commodity
Value added itemsTiles/Bricks etc.
Recyclers/ Processors
Energy recovery / Civil
Steel
Re Use
Ex Redisa Tyres Processing/Recycling
Dealers/Mines (Arising Tyres)
Mines Historical Stockpiles
SATRUCO
Storage sites/Pre-Processing sites
THE SATRUCO PLAN FOR MANAGEMENT OF WASTE TYRES
Processor/Recycler
Mining and OTR Tyres
Managed as per waste tyre regulations
Abatement managed as historical in plan
UPSTREAM AND DOWN STREAM BUSINESS/ SMMES TO BE ESTABLISHED
PROVINCIAL OPERATIONS
TARGETS FOR COLLECTION /PROCESSING
TIME FRAME APPROX.MASS (TONS)
Within 12 months of approval
69 600
Within 24 months of approval
87 000
Within 36 months of approval
121 800
Within 48 months of approval
156 600
Within 60 months of approval
174 000
YEARS PERCENTAGE OF
COLLECTED TYRES
2018-2019 50%
2019-2020 70%
2020-2021 80%
2021-2022 90%
2023-2024 100%
COLLECTIONPRE-
PROCESSING/PROCESSING/RECYCLING
NUMBER OF SMMES, ENTERPRISES TO BE ESTABLISHED AND JOBS TO BE CREATED AGAINST EXISTING INDUSTRIES
OPERATION EXISTING AS PER DEA
BUSINESS UNIT JOBS
Waste tyre processors 15 25 600Waste tyre destruction Officers (for approximately 2300 dealerships) 0 150 450
PRE-PROCESSING OPERATIONS: 1
1.Dismantling and separation SMME’s 0 54 5402. Shredding 0 46 460Micro collectors as per waste bureau and waste-pickers association 1500 160 (co-ops) 1600
Training and development 0 9 45Short Haul Transporters
Short Haul Transporters- legacy tyres
64
0
94
21
282
63Long haul transporters 10 10 100Micro Storage/ transfer station/ sites 23 45 340Depots 45 27 720New beneficiation businesses 0 25 125Research, innovation and development 0 1 25Awareness raising projects 0 9 90Marketing and branding 0 9 37ICT and MIS professionals 0 1+9=10 55Call centre 0 1 25SATRUCO 0 1+9 =10 75
TOTAL NUMBER OF POTENTIAL JOBS TO BE CREATED:5632
CONCLUSION
The SATRUCO plan responds equitably and responsibly to the requirements of legislation,Section28 of the Waste Management and related regulations and provides a cost effective,transparent model for recycling of waste that is a community focused, value chain model fortyre waste management benefits South Africans through the following:
• It adopts all principles of the circular economy in its operations and focus
• The establishment of a waste economy that supports new enterprises, the creation of skills, jobs and new Technologies.
• The implementation of a social compact model which ensures sustainability through public private partnerships, sustainable jobs, upskilling and reskilling of unemployed youth, women and designated groups etc.
• Supports Government’s goal towards reducing carbon emissions, climate change-related challenges and creating a safe and healthy environment for all citizens, which is in keeping with both the millennium development goals (MDG) and sustainable development goals (SDGs).
• Encourages innovation through its partnerships with scientific bodies in a bid to making South Africa globally competitive.
• Promotes investment in South Africa and the export of beneficiated products to international buyers through its partnerships with national and international investors and enterprises this promoting the waste recycling economy as resolved by the recent Phakisa Lab.
• It is a practical transaction of our Government’s motto of “together we can do more”.
• This plan may well form the benchmark for all other plans that address waste reduction.
THANK YOU.
CONCLUSION (CONTINUED)
Contact Details:Call Centre number: 011 568 1455Website: www.satruco.org.zaEmail Address: [email protected]
Copyright: This document is the intellectual property of TWAMISA (Pty) Ltd and must not be copied in part or in whole or given to third parties without the express permission in writing of the company.
TYRE WASTE ABATEMENT AND MINIMISATION INITIATIVE OF SOUTH AFRICA
INDUSTRY WASTE TYRE MANAGEMENT PLAN
Public hearings May/June 2018
TODAY’S HIGHLIGHTS
LINK BETWEEN PRE-TYRE LEVY AND POST-TYRE LEVY SECTORS
ENVIRONMENTAL AND FINANCIAL URGENCY TO DEAL WITH OTRs AT SCALE
TARGETS TWAMISA COMMITS TO
HOW WILL PLAN ACHIEVE MEANINGFUL TRANSFORMATION OF THE INDUSTRY
ADVANTAGES OF TWAMISA INDUSTRY STRUCTURE
HOW DOES PLAN ALIGN INDUSTRY STAKEHOLDER INTERESTS
HOW TWAMISA WILL REDUCE RELIANCE ON TYRE LEVY OVER TIME
CURRENT STATUS
This presentation is intended to serve as an overview of the TWAMISA IWTMP only. Please refer to the TWAMISA IWTMP and the public participation report on SAWIC website for more detailed information.
PLAN FOR LARGE OFF-THE-ROAD TYRES ONLY
Large OTR = unique characteristics upstream and downstream = unique Product Group
NEED FOR FOCUSED OTR WASTE MANAGEMENT
1. STOCKPILE OWNERS STALLING ON ABATEMENT PROJECTS
• Suitability and availability of sites in the mining areas is a challenge
• Too expensive for a single mine, difficulties valuing projects and assessing risk
• Previously no service provider willing or capable of providing an integrated solution
• Sustainability of infrastructure dependent mainly on DEA mandate for post Tyre Levy waste
2. ENVIRONMENTAL AND HEALTH RISKS ONLY GROWING
• Risk of fires, pest infestations
• Risk of rehabilitation provisions becoming inadequate, i.e. no rehabilitation
3. LEGISLATION
• Pre-2012 stockpiles abatement plans – behind schedule or still unregistered
• Post-2012 additions in contravention of Waste Tyre Regulations
4. BENEFITS OF AN ENTIRE VALUE CHAIN CURRENTLY LOST ON VULNERABLE COMMUNITIES
EVER GROWING FUNDING DEFICIT
FINANCIAL IMPACT AND URGENCY
FULLY COMPLIANT SHARED INFRASTRUCTURE FOR THE REGION
PROFITABLE AND SUSTAINABLE SUPPLY – DEMAND DYNAMICS
REPLICABLE AND SCALABLE WASTE MANAGEMENT SOLUTION
INTEGRATED DEPOTS = HOLISTIC SOLUTION FOR REMOTE AREAS
“CLOSE THE LOOP” LOCALLYBY LOCAL PEOPLE
DECENT JOBS AND LOCAL SMEs, SKILLS INDEPENDENT OF MINING
SUSTAINABLE SOLUTION
TWAMISA’s approach is designed around:
- Comprehensive service to the stockpile owners for all their waste tyres
- Comprehensive service to the DEA for all tyres arising in these areas (collaboration with the non-OTR industry Plan)
- Sustainability of jobs created
- Transferability of skills developed
- Phased or concurrent approach
TWAMISA PLAN NETWORK
Current WB offtake locations
OTR waste epicentres, ie. TWAMISA planned depot locations
LAND OWNERSHIP & DEVELOPMENT
STORAGE, COMPLIANCE & DEPOT MGMT
EQUIPMENT AND LOGISTICS
OTR WASTE TYRE SHREDDING (to 50 x 50 mm)
SCRAP METAL
OTR WASTE TYRE CRUMBING
From whole non-OTR tyres or OTR shred to mesh size as per client’s specifications
APPLICATIONS OF RUBBER CRUMB
PYROLYSIS
BLENDED FUELS
OTHER PRODUCTS
OPPORTUNITIES
Research & Development
Corporate Social Responsibility
(BBBEE)
Enterprise Development
(BBBEE)
Skills Development
(BBBEE)
Supply Chain Development
(BBBEE)
Reverse Logistics
SUSTAINABLE SMEs AT ALL LEVELS OF VALUE CHAIN • Formal employment
vs. informal sector for work-seekers
• Employee share schemes
• Access for existing black SMEs to capital intensive businesses beyond their individual financial ability
• Improved empowerment credentials for industry contributors
COLLECTION / DIVERSION TARGETS
Historical
stockpiles
post-Tyre
Levy backlogNew arising
Year 1 13% 20% 25%
Year 2 13% 20% 50%
Year 3 20% 20% 60%
Year 4 27% 20% 80%
Year 5 27% 20% 100%
Total 100% 100% 100%
Estimated total tons 50 000 120 000 100 000
Plan term
OTR tyres managed
RECYCLING TARGETS
Increase recycling rates through:
Incentives and R&D support to SMEs building local recycling capacity
Work with the municipalities, SANRAL, etc. to stimulate demand
Stimulate independent trading in the industry
(i.e. those who generate new and compliant offtake to profit from sale of material)
Plan termEnergy
RecoveryRe-use Recycling Total
Year 1 60% 0% 40% 100%
Year 2 50% 0% 50% 100%
Year 3 30% 10% 60% 100%
Year 4 20% 20% 60% 100%
Year 5 10% 30% 60% 100%
LOCAL SMEs and JOBS over 5 year term
Plan
Decent jobs Decent jobs Temporary Total jobs
Depots & infrastructure development 60 80 150 230
Transport & handling 25 45 105 150
Pre-processing 57 77 15 92
Recycling 25 90 130 220
Complementary activities 15 65 15 80
Reuse 35 46 50 96
NPC and Management company 25 25 15 40
Total 242 428 500 928
Jobs targets
Revised
SKILLS DEVELOPMENT
LEVEL PROGRAMME PARTNERS TARGET OUTCOMESTARGET NO. OF
PARTICIPANTS
Basic TWAMISA Plan
training
all new decent
jobs and relevant
existing SME staff
2 Ad-hoc specialised
training
Incubation partners, SETA
Accredited Services Providers
On-the-job training, upskilling and increasing employability
in the waste management sector
50
Universities
Colleges
4 University Graduate
Internship Program
Incubation partners, service
providers, industry at large
1 year internships for deserving graduates at the Plan
network participant businesses
10
5 Fast Track Management
Program
Incubation partners, service
providers, industry at large
Management level skills development for exceptionally
performing staff, interns and/or graduates at the Plan
network participant businesses
5
10
1 in-house Understanding of and compliance with the standards
applicable to the waste tyre management industry as a
whole. Standard operating procedures and internal controls
relating to all the relevant aspects of the TWAMISA Plan.
Includes H&S, Pest control, SHEQ, Depot Mgmt
3 Bursary Program Adding to skills pool of youth talent for the waste
management industry
OTR WASTE TYRES ABATEMENT TO BE ENABLED
AT SCALE AND NATIONWIDE
VIA A FOCUSED INDUSTRY PLAN.
1 EVENT TO UNLOCK THIS VALUE CHAIN !
PREVENTION OF POLLUTION AND ECOLOGICAL DEGRADATION
1. WASTE HIERARCHY
2. LEGISLATION
• As applicable to each party and business
3. ALL WASTE ACCOUNTED FOR
4. COMPETENT TRAINING AND OVERSIGHT
• TWAMISA • Incubation Partners
5. NATIONAL AWARENESS & CAMPAIGNS:
• OTR R^3• OTR Innovation Hub• Local OTR Service Hubs• OTR Partnership• Various relevant awareness campaigns
ADMINISTRATION
1. STRONG CORPORATE GOVERNANCE
2. SYSTEMS OF INTERNAL CONTROLS
3. SINGLE CENTRAL REGISTRATION SYSTEM
4. CONTRACT AWARD PROCESS / ADJUDICATION COMMITTEE
5. INDUSTRY STANDARDS
6. INCENTIVES
7. ALIGNMENT WITH WB INFORMATION SYSTEM
PLAN REVENUE SOURCES
1. DEA Tyre Levy allocation for TWAMISA Plan
2. Stockpile owners for historical stockpile abatement projects
3. Non-OTR Industry Manager for shared infrastructure
4. Sale of material to offtake
PLAN COSTSYear 1 Total % of Year 1
% of 5y
Total
Environmental impact 71 313 384 931 844 693 65% 78%
Service Providers 62 124 884 877 869 668 57% 74%
National Awareness, Programs and Campaigns 7 188 500 42 241 823 7% 4%
Research and Development 2 000 000 11 733 202 2% 1%
Economic impact 14 234 400 149 902 133 13% 13%
SME development 2 834 400 16 628 294 3% 1%
Processors (hierarchy-based incentives) 5 400 000 98 074 233 5% 8%
Innovation and other incentives 6 000 000 35 199 606 5% 3%
Social impact 3 833 200 22 487 855 4% 2%
Decent jobs and HDI integration 2 803 200 16 445 256 3% 1%
Skills development and training 330 000 1 935 979 ≤ 1% ≤ 1%
Social responsibility 700 000 4 106 621 1% ≤ 1%
89 380 984 1 104 234 680 82% 93%
Set-up & Administration 20 119 752 86 185 716 18% 7%
Set-up costs 6 686 400 7 377 600 6% 1%
Administration & management 13 433 352 78 808 116 12% 7%
Total 109 500 736 1 190 420 396 100% 100%
Plan costs allocation
Errata in Figure 4
PROPOSED INDUSTRY STRUCTURE and GOVERNANCE
PROS OF MULTIPLE MANAGERS FOR THE INDUSTRY
1. ACCELERATED ROLL OUT AND IMPACT
2. REDUCED COSTS IN THE LONG TERM
3. HEALTHY COMPETITIVENESS
4. REDUCED RISK OF MONOPOLISTIC BEHAVIOUR BY A SINGLE PRO
5. MULTIPLE KNOWLEDGE CONTRIBUTORS
6. NARROWER AND THUS MORE ACHIEVABLE FOCUS OF EACH MANAGER
7. SIMPLIFICATION OF DELIVERY AND PERFORMANCE EVALUATION
8. SPECIALISATION FOSTERS INNOVATION
NPC1. SINGLE PERPETUAL NPC FOR THE WASTE TYRE STREAM:
• 7 directors : 1-2 DEA/WB seat, 1 Manco representative per Manco, 3 non-execs
• By invitation: 3 Industry Committees
• Appointments to be agreed on collectively by WB and the approved Mancos
2. GOVERNED BY, as applicable:
• Companies Act
• King IV
• Code of Ethics
• DEA/WB specific requirements (Preferential Procurement Regulations, Government Accountability as
determined by National Treasury, PFMA, etc.)
• Tyre Producers specific requirements
3. TARGETING LEVEL 3 BEE RATING ON SPECIALISED GENERIC SCORECARD, AS NPO
4. Alternatives: TWAMISA’S OWN NPC or NO NPC with CG at Manco level and
frequent reporting to WB
MANCO
1. GOVERNED BY:• Companies Act• Management agreement with the NPC (alternatively with WB), including that all NPC business will
be managed in line with the governance requirements as applicable to the NPC• Delegated authority levels from NPC
2. INTERNAL CAPACITY FOR FULL ACCOUNTABILITY
3. DECENT JOBS
4. EMPLOYEE SHARE SCHEME - 10% EQUITY
5. STARTING AT BEE LEVEL 4 EME
6. TARGETING BEE LEVEL 3 ON GENERIC SCORECARD AS QSE
7. ESD AND CSI SPEND TOWARDS THE TWAMISA PROGRAMMES
REGULAR REPORTING TO ALL THE RELEVANT STAKEHOLDERS
1. MONTHLY• SMEs to Manco – service level KPIs ito contract (environmental, financial, etc.)
2. QUARTERLY
• SMEs to Manco - job numbers and capacity review• Manco to NPC – all KPIs in line with Plan targets, authority levels and DEA/WB requirements
(WB has a representative on the NPC Board and industry committees have access by invitation)
3. SEMI-ANNUALLY
• SMEs performance review against contract KPIs by Manco
4. ANNUALLY
• Independent external audit of NPC and Manco against Plan (SME normal financial audits)• SMEs – annual service provider review by Manco• Manco to WB - details of agreements reached with regard to historical stockpiles
5. AD-HOC
• SMEs - inspections conducted by Manco at pre-agreed times at the registered sites• Regular newsletter, Awareness campaigns by Manco to stakeholders
MEANINGFUL AND SUSTAINABLE TRANSFORMATION
1. BROAD-BASED TRANSFORMATION AT NPC, MANCO AND AT SERVICE PROVIDERS
2. ECONOMIC DEVELOPMENT / CONTRACT AWARD PROCESS
- remove barriers to entry for small businesses and HDIs
- support deserving projects and enterprises which share the TWAMISA Plan’s vision and values
2. SOCIAL IMPACT AND JOBS DEVELOPMENT:
• DECENT JOBS PROGRAM - Decent jobs and skills development opportunities for all
• SKILLS DEVELOPMENT AND TRAINING PROGRAM - Preferential opportunities for youth,
women and local people
• SME EQUITY AND DECISION-MAKING PARTICIPATION - mandatory for all service providers
• SOCIAL RESPONSIBILITY PROGRAM (CSI) – responsive to the needs of specific historically
disadvantaged communities affected by TWAMISA’s activities
REDUCING RELIANCE ON TYRE LEVY1. SMES SELF-SUSTAINABILITY:
• Plan provides gateway to both public sector (post-Tyre Levy) and private sector (stockpiles) contracts
• Access to private sector funding for future needs (ESD via co-funding platform or external finance)
• Marketability through service provider standing and demonstrable track record with TWAMISA
• Ability to benefit from incubation partners’ established market networks
• Reduced risk of failure for SMEs under incubation partnerships
• Profits from offtake, if fully compliant
2. TWAMISA PLAN REDUCES COST OF OTR WASTE MANAGEMENT BY:
• Abating at scale and nationwide NOW vs. LATER
• Sharing of infrastructure and admin costs between historical stockpile owners, OTR manager and non-
OTR manager (where appropriate)
• Assisting recyclers to develop high value offtake
CO-EXISTENCE WITH ANOTHER PLAN AND TRANSITION FROM WB
1. CORROBORATE ASSUMPTIONS WITH DEA AND NON-OTR PLAN:
• Definition of OTR tyres falling under the TWAMISA scope
• Estimates of annual waste volumes arising, in line with definition
2. INFRASTRUCTURE SHARING:
• On market-related terms (depots, transport, programs, new offtake, etc.)
• Existing offtake to be allocated to TWAMISA proportionately to tyre volumes under management
3. TRANSITIONAL ARRANGEMENTS WITH WB:
• 60-DAY handover period
• Existing contracts for OTR related services will be honoured on merit, i.e. in accordance with the
contract award provisions of the TWAMISA Plan set out in section 12.11 CONTRACT AWARD
PROCESS."
PARTIES TO THE PLAN
INDIVIDUAL PRODUCERS
SATMC – The South African Tyre Manufacturers Conference
TIASA – The Tyre Importers Association of South Africa
TDAFA - Tyre Dealers and Fitment Centre Association
IWMSA – Institute of Waste Management of Southern Africa
RMI – Retail Motor Industry
AIDC – Automotive Industry Development Corporation
NRCS – National Regulator of Compulsory Standards
CURRENT STATUS OF PLAN
1. PUBLIC PARTICIPATION 2017
• 167 OTR waste tyre segment stakeholders
• Detailed report on SAWIC website
• Overwhelming response in support of the separate management of OTRs
• Preliminary support for the TWAMISA Plan, subject to this PPP
2. SUBSEQUENT TO PLAN SUBMISSION
• Further feedback from producers
• Building capacity in the Northern Cape - engagement with relevant stakeholders and
council resolution in support of the programme and land allocation
ADVANTAGES OF THE TWAMISA PLAN
1. Simple governance model for ACCOUNTABILITY, TRANSPARENCY and SUSTAINABILITY
2. ACCELERATED DIVERSION OF WASTE and RECYCLING by the industry as a whole, from Day 1
3. COST EFFICIENCIES from abating at scale and nationwide NOW vs. LATER, for the benefit of
both OTR and non-OTR segments
4. ECONOMIES OF SCALE from integration of historical stockpiles, post-Tyre Levy backlog and
new waste, for the benefit of both government and the private sector
5. ACCELERATED TRANSFORMATION through reduced risk of SME failure
6. LOCALISATION of jobs and procurement in some of the most vulnerable communities
7. ATTRACTING PRIVATE INVESTMENT into the industry, via co-funding platform
8. ENABLING compliance with / enforcement of the approved stockpile abatement plans
9. REDUCED RISK of failure of the waste tyre EPR scheme through a multiple manager model
Q&A
CONTACT
WASTE TYRE
PROCESSING Waste Tire Beneficiation Plan
REG#K2016308357
Who are we?
Mix of professionals with technical
backgrounds and entrepreneurs
45 years of business and technical
management
Passion for people, environment and science
IT’S NOT WASTE, IT’S AN
OPPORTUNITY TO CHANGE OUR
COUNTRY
Vision
To retyre challenges faced by many South
Africans by treading the path to progress
Become the leading recycled raw material
company on the continent, by producing
high quality recycled raw material that
meet industry standards, supporting
research and development into new markets
and sustaining existing markets.
Mission Statement
Recycle waste tyres in an environmentally friendly manner, to help eliminate the mounting waste problem facing Our Country.
Provide industry with high quality recycled raw materials, so that the material can be absorbed by the market thereby turning a challenge into a solution.
Create and grow existing markets for recycled products, to ensure the continued consumption of recycled products.
Foster an environment that supports the creation of sustainable SME’s, and thus leads to more formal work for the communities.
Challenge…
Increasing waste
tyres
Environmental
Issues
Historical tyres
Imported tyres
Locally produced tyres
Proposal…
Increasing
waste tyres
Environmental
Issues
Historical tires
Imported tires
Locally produced tires
Solution
Challenge
Cause
Process waste
Recycle/Reuse
Produce quality raw materials
Transform lives of South Africans
Our approach..
Rate generating
of waste tires
100% Recycling into
sellable productsBalance
THE PROBLEM
Growing
mountains of
waste tyres ? Transforming
South Africa
PYROLYSIS
WHAT IS PYROLYSIS
A thermo-mechanical breakdown of the tyres into
smaller hydrocarbons (cracking)
Well established
WHAT IS PYROLYSIS
PRODUCTS
• 45-55% FUEL OIL
• 30-35 % CARBON BLACK
• 10-15% STEEL WIRE
• 8-10% GAS
Advantages
100% recycling of waste tyres through pyrolysis
Creating new markets for products (SiC, Bricks, fertilizer etc..)
Create sustainable jobs
A portion of the revenue is then used to create and sustain
various community upliftment initiatives (Bursaries, STEM
facilities, Skills development programs, Innovation centres etc)
We do not only want to grow the company, we want to grow
people
Solution
PROPOSED BUSINESS MODEL
Two 20T pyrolysis plant = recycle 14 400T per year
Plant 1 20T – OTR tyres
Plant 2 20T - passenger tyres
Plants in same area
Depot in proximity of plants
Delivery of OTR and normal vehicle tyres separate
“The pilot plant will be islands of excellence to be duplicated by other entrepreneurs”
•
SUPPLY OF TYRESComply with the approved waste tyre
management appointees for acquisitions
and logistics of the waste tyres.
Tyre at depot = 7 525 t (REDISA stats)
POTENTIAL SUPPLY OF TYRE IS 70000 T
per annum (Mpumalanga)
CAPACITY OF 40 T PLANT (2*20T
PLANT)
1 200T of tyres recycled in month
14 400T of tyres recycled in a year
72 000T of tyres recycled in 5 years
ADDITIONAL CAPACITY
The 40 T plants will process 20% of the estimated tonnage per annum
80% capacity available for other processing initiatives:
Replication of our business model by entrepreneurs
Rubber tile production
Rubber grounds
CONCLUSION
Evergreen has the necessary background
and expertise, to play it’s part in
transforming our country
#sendus
Waste Management Bureau Operations
138
Public Hearings on Waste Tyre Industry
Waste Management Plans
May – June 2018
Presentation Outline
Waste Tyre Management Process Flow
Overview of the Network: Dealers; Micro Collection, Transportation; Storage; Processing
Human Resources
Waste Bureau Performance
Expenditure
Waste Bureau Successes
IndWMP Monitoring Framework
140
WASTE TYRE MANAGEMENT PROCESS FLOW
Dealers, Bus/municipal
depots
Primary Transporter
DepotSecondary
Transporter
Processors
Secondary Industries
Illegally dumped, landfill sites
Micro collectors
Micro depots
WASTE TYRE SOURCES
TRANSPORTATIONSTORAGE
SORTING PRE-PROCESSING
TRANSPORTATION PROCESSING
Waste Tyre Management Process Flow
Overview of the network - Dealers
• Over 2000 collection points currently serviced, inherited from Redisa.
• Waste Bureau cannot service all due to inter alia limited capacity for collection, storage and processing capacity.
• There is ongoing registration of dealers.
10 Regional Co-ordinators
GP, 31
LIM, 19
MPU, 11
NC, 24
EC, 13
FS, 29
KZN, 69
NW, 9
WC, 20
NUMBER OF DEALERS REGISTERED WITH THE WASTE BUREAU (REGISTRATION FORM
COMPLETED)
Total Registered = 225
Overview of the network - Dealers
Province Number of Micro Collectors
Number of Micro Depots
Gauteng 185 17
Western Cape 16 4
North West 5 1
Eastern Cape 7 1
Total 213 23
Overview of the network – Micro Collection
Overview of the network – Micro Collection
Contacting of Waste Bureau
Role of Waste Bureau
• Townships, • Landfills and • Dumped
waste tyres
• Arrange transport for the collection of waste tyres
• Provision of Protective Clothing for micro collectors
• Micro collectors call the Waste Bureau when they have sufficient waste tyres that need collection
Waste Tyre Collection
1 2 3
Overview of the network – Micro Collection
Receive waste tyres from Microcollectors
Record received waste tyres
Submit records to Waste Bureau
Micro Depots
Micro Depots
1
3
2
Remuneration model of micro
depots
• R6 000.00 per month• Incentives
Remuneration model for micro
collectors
• R6.00 per tyre• Monthly threshold of 1000 tyres
per micro collector
Overview of the network – Micro Collection
2 Micro Collector
Specialists
Overview of the network - TransportationProvince PRIMARY
TRANSPORTERSSECONDARY
TRANSPORTERS
Gauteng 16 3
North West 2
Limpopo 9
Mpumalanga 5 2
Free State 2
Kwazulu-Natal 13 2
Northern Cape 3
Western Cape 14 2
Eastern Cape 4 1
TOTAL 67 10
Primary Transporter -overview
Primary Transporters get allocated collection points
Primary Transporters establish their own
collection routine based on the needs of the clients as well as the proximity of all their allocated collection
points.
Primary Transporter -rates
Primary Transporters have different rates based on the following:
• Average monthly distance travelled (based on the allocated collection points per transporter).
• Size of the vehicle
Primary Transporter -payments
Payment is made on the basis of the volumes transporters
(Rate x tonnages transported)
Primary Transporters communicate with the Waste Bureau when they experience challenges or when there is a complaint from a collection point.
Overview of the network - Transportation
Secondary Transporter -overview
Collectors orders are issued on a weekly basis to secondary
transporters
Secondary Transporter –issue of collection
orders:
Collection order are determined and issued on the basis of the
following:
i. Demand from Processors and Secondary Industries.
ii. Availability of the required stock from the depots.
iii. Space availability in depots (Needs to create space in
depots that service primary transporters.
Secondary Transporter – rates
0 – 20 km
21 – 100 km
101 – 200 km
201 – 300 km
301 – 600 km
601 – 1000 km
> 1000 km
Secondary Transporters rates are pre-determined on
the basis of distances as shown above
Overview of the network - Transportation
2 Transport logistics
Specialists
Overview of the network - Storage
Province No Town Number
Gauteng 7 Midrand 2
Pretoria 2
Westonaria 1
Springs 1
Randfontein 1
North West 1 Rustenburg 1
Mpumalanga 3 Nelspruit 1
Witbank 1
Belfast 1
Existing (Operational)
Overview of the network - Storage
Province Town Number
Northern Cape Upington 1
Free State Bloemfontein 1
Limpopo Polokwane 1
Western Cape Atlantis 1
Mosselbay 1
Eastern Cape Port Elizabeth 1
East London 1
Kwazulu-Natal Hammersdale 1
Ladysmith 1
Cato Ridge 1
Richards Bay 1
Existing (Operational)
Overview of the network - Storage
Province Town Number
Gauteng Krugersdorp 1
Springs 1
North West Hartebeespoort 1
Eastern Cape Mthatha 1
Ngcobo 1
Port Elizabeth 1
Planned (To be operational within the next 3 months)
Overview of the network - Storage
Standard Depots
• Servicing primary transporters on a daily basis
Holding Depots
• Depots that do not service primary transporters and are meant to store waste tyres while awaiting dispatch to processors
Overview of the network - Storage
• Depots have pre-determined approved monthly budgets which are determined on the basis of the following:
– Functions (activities) of the depot.
– Size of the depot.
1 Depot Specialist
Overview of the network - Storage• Government has no option but to service industry and
remove waste tyres from dealers
• Fire risks present huge liability for government
• Depots must be operated for receipt & dispatch of waste tyres – hence the waste bureau has contracted Depot Operators
• DEA has already acknowledged liability for managing waste tyres
Overview of Network - Processing
REGISTERED ACTIVE
Gauteng 5 3
North West 1 1
Limpopo, Mpumalanga, Free State
Kwazulu-Natal 3 3
Northern Cape
Western Cape 2 1
Eastern Cape 1 1
TOTAL 12 9
Overview of Network - Processing
Existing Pyrolysis plants are at demo scale
Poor Quality of Pyrolysis products, therefore limited markets
Re-use is currently limited
Processing Capacity Vs Waste Tyre Volumes generated: Disproportionately low
processing capacity Processing capacity unevenly distributed throughout the country
Collection capacity limited
More Storage is required.
Contracting with current & prospective processors is necessary
Future Industry Waste Management Plans will experience same
Contracts should be taken over if IndWMPapproved
Processing: Need to increase retreadingProposed Monthly
Reporting
Dealers will need to report
statistics on retreading
Increase retreading
rates
Sorting of tyres at dealers
WasteTyre Regulations, 2017
A tyre dealer must classify used tyres in his or her possession or control as either a part worn tyre or a retreadable casing, and any used tyre not falling into either of these categories must be classified as a waste tyre.
Automated Refano System – Dealer Registration
Automated Refano System – Dealer Registration
Automated Refano System
Testing of the system in 2-3 weeks
WASTE BUREAU HUMAN RESOURCES
163
STARTMONTH
NO OF STAFF
JOB TITLE
OCTOBER2017
4 • Transport Logistics Special (x 1)• Micro-Collectors and Micro Depots Specialists (x2)• Waste information Officer (x 1)
NOVEMBER2017
6 • Transport Logistics Specialist (x 1)• Depot Operation Specialist (x1)
DECEMBER2017
14 • Senior Executive Manager: Extended Producer Responsibility (x1)• Regional Coordinators (x6)• Call Centre Manager (x1)
JANUARY2018
22 • Executive Manager: Business Development & Knowledge Management (x1)• Executive Manager: Corporate Services and Governance (x1)• Senior Manager: Small Medium Macro Enterprise Development (x1)• Senior Manger: Financial Management (x1)• Senior Supply Chain Management Specialists (x 1)• Regional Coordinators (x3)
FEBRUARY2018
29 • Executive Manager: Extended Producer Responsibility (x 1)• Head: Risk Governance and Compliance (x1)• Head: Extended Producer Responsibility (x1)• Head: Financial Management (x1)• Head: Business Performance Management (x 1)• Head: Human Capital Management (x 1)• Regional Coordinator (x1)
MARCH2018
33 • Senior Manger: Storage and Processing (x 1)• Senior Financial Management Specialist (x 1)• Operation Admin Support (x 2)
WB Vs Redisa Operational Performance
164
Waste Tyre Collections (Tons) Oct17-Mar18
Tyres collected were mainly truck, passenger, 4x4, and OTR
Waste Bureau Vs Redisa
Waste Bureau collected 93.5kTons of waste tyre on an annualized basis compared to 92.6kTons for Redisa
11,8249,427
2,354
16,974
27
5,133
799 47 140
46,726
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000 Tyre Type Collected (Tons) Contribution %
Passenger 11 824 25%4x4 9 427 20%Light Commercial 2 354 5%Heavy Commercial 16 974 36%Motor Cycle 27 0%OTR 5 133 11%Agricultural 799 2%Aircraft 47 0%Industrial & Solid 140 0%
Total (Oct17-Mar18) 46 726 100%
Estimated waste tyres arising 170 226
Annualised 93 452Waste Bureau
Collections as % WT arising 55%8 Mth Performance (Dec16-Jul17) 61 715
REDISAAnnualised 92 573Collections as % WT arising 54%
Waste Bureau Operational Performance
165
Waste Tyre Delivered (Tons) Oct17-Mar18
About 22kTons were delivered for recycling – the main demand was for passenger and truck tyres; There was also demand for OTR shred and scrap tyres from pyrolysis plants
12,179
38 0
9,146
874 0 0 0 0 56
22,293
0
5,000
10,000
15,000
20,000
25,000
Waste Tyres Delivered for Recycling (Tons)
Waste Bureau Operational Performance
166
About 18.3kTons were recycled during the period, with tyre derived fuel (mainly cement kilns) and crumbing being the main contributing recycling technologies
Energy recovery and recycling were the main contributors in terms of the waste hierarchy categorization. Slower reporting by some recyclers also contributed to lower recycling volumes being reported
1,639
3,972
1,808
10,886
18,305
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Re-use Crumbing Pyrolysis TDF Total
Actual Waste TyresRecycled (Tons)
Re-use 1,6399%
Recycle 5,78032%
Recovery10,886 59%
Waste Tyres Recycling per Waste Hierachy
WB Vs Redisa Operational Performance
167
Waste Bureau Vs Redisa Comparison – Actual Waste Tyres Recycled (annualised)
Waste Bureau recycled about 36.6kTons of waste tyres on an annualized basis compared to 25.3kTons for Redisa(excluding exports); Waste Bureau also achieved much better re-use of waste tyres compared to Redisa, which is the main objective of the waste hierarchy
Oct17-Mar18 Annualised
Dec16-Jul17 Annualised
Recycled (Tons)
Category Waste Bureau Redisa
Re-use 3 277 78Crumbing 7 945 4 482Pyrolysis 3 616 6 357TDF 21 772 14 426Sub-Total (excl Exports) 36 610 25 343Exports 0 12 473Total incl Exports 36 610 37 816Estimated waste tyres arising 170 226Recycling as % waste tyres arising (excl exports) 21,5% 14,9%
OTR Recycling
168
• 5.1kT OTR collected - 3.8kT at Mogalakwena mine and 1.3kT in depots• OTR pre-processing at 2 sites – Mogalakwena and Ferrobank depot and converted to shred• 874 tons delivered for recycling at pyrolysis plants or 17% of OTR collected sent for recycling• New OTR pre-processing equipment procured to mitigate Redisa risk - delivery expected June,
July & Aug 2018• Currently OTR processed only at pyrolysis plants and is in decline• Potential use in TDF cement pre-calciner kilns to be explored
Collection (Tons)
Collection Makgalakwena Mine 3 791
Collection at Depots 1 342
Total Collections 5 133
Delivered for recycling 874
Recycling deliveries as % collection 17%
Description Quarter 03 (Oct-Dec 2017) Quarter 04 (Jan –March 2018)
April 2018 TOTAL TO DATE
Depot Lease Total 5 341 007 3 494 499 1 077 838,16 9 913 345
Depot Operator Fees Total 6 584 334 9 444 644 3 535 039,66 19 564 018
Transporter Costs Total 17 922 535 25 064 626 8 421 579,17 51 408 741
Micro Collectors & Micro Depots 1 257 744 2 205 845 1 073 288,00 4 536 877
Pre-Processors and Processors 2 396 906 3 299 372 624 892,68 6 321 171
Postbank Charges 18 720 23 910 9 360,00 51 990
Compensation of Employees (Oct 2017-April 2018) 8 556 506,78 8 556 506,78
TOTAL 33 521 247 43 532 897 23 298 504 100 352 648
Expenditure
Waste Bureau Successes in 6 months
170
Ensured that Waste tyre operations did not collapse from June 2017
On boarded existing participants within a short period and processed payments using a manual
system and within set deadlines
Achieved collection & recycling rates despite Full depots & prohibition of exports
Outperformed Redisa in collections & Recycling
Saved Jobs & SMME businesses
Fast Activation of new Depots
Contingency procurement of pre-processing equipment, done within compliance framework
Also working on other Waste Planning projects
Less Financial Resources: R210m
Less Human Resources: 34pp Vs 178 in Redisa
Legal Uncertainty
More Successes
IndWMP Monitoring Framework
• Determination of Baselines & Targets (Focus on Processing)
• Track Waste flows through Waste Hierarchy
• Labour intensity
• SMME Development
• Effectiveness & Impact of the plan
• Cost Efficiencies
• Levels of Regulatory Compliance for facilities / Operations
• Skills Development
• Financial Flows
• External Audited financial statements
• Annual External performance audit
• Annual Business Plans
• Monthly & Quarterly Reporting
Next steps – Process moving forward
172
Next Steps – The process moving forward
WE WOULD LIKE TO REMIND YOU THAT THIS IS A REGULATED PROCESS:
The Waste Bureau will provide the information in writing on the network, infrastructure and current participants in line with PAIA and POPI to the 4 Plan Proponents
Requests for clarity from Proponents:
Requests for clarity by plan owners must be made in writing to the department
Written requests will also be received and reviewed by the department
Please send an email to Mr Anben Pillay [email protected] for such requests
Written comments from interested and affected parties:
Written comments on the plans should be submitted to Ms Mamogala [email protected]; Environment House, 473 Steve Biko Street, Arcadia, Pretoria or Department of Environment Affairs, Private Bag X 447, Pretoria, 0001
Deadline for written comments 7 June 2018
Next Steps – The process moving forward
The DEA, Waste Bureau and other relevant government departments (DTI, Treasury, etc.) will convene a special meeting to interact with the plan owners for purposes of clarity after the last public hearing.
Special meeting will be held between the 5th and 7th June 2018
After receiving written comments by the closing date (7th June 2018), the department will consolidate all written comments, which will then be sent to the plan owners
Comments received will also be published on the DEA website
Plan owners will be expected to respond to comments by addressing, upgrading or re-adjusting their plans within a specified timeframe
Once plans are re-submitted to the minister, the department will analyse the responses and compile a register against written comments
A final adjudication/review of the plans will be undertaken
Based on all above inputs and processes, the Minister will make a decision and publish a notice in a gazette