Environmental Responsibility

Environmental Responsibilities

Environmental Targets & Continuous Improvement


To a large extent our environmental targets are driven by the outcome of the Aspect Register risk assessment. It clearly makes sense to prioritise the more serious environmental impacts associated with our business activities. Continuous improvement is at the heart of any ISO 14001 system, so it is not enough to simply keep records of energy and resource consumption and to record the amount of waste produced, we need to set targets for improvement and regularly review our progress.

Since RP Adam initially set a range of environmental targets, we have seen some notable early successes although it’s fair to say that some initiatives have had “mixed” results.

Reduction of Waste going to Landfill
Segregation of waste for recycling in all areas of the business has been a resounding success.
The number of skips we sent to landfill in 2014 was 90% less than in 2008 and we currently generate less than 300 grammes of landfill waste per 1000 litres manufactured with an aim to reduce this still further.

Power Use
Electricity use at our manufacturing site for all processes in 2014/2015 reduced by 18% per 1000 litres compared to 2012 data. Along with gains from more efficient manufacturing processes, a further significant saving has been achieved from raising awareness amongst office-based staff, adding separate meters and making better use of time clocks to control heating.

Company Car Use
RP Adam is renowned for our regular field service and the customer site visits from our CSR and engineering team. They provide much needed on-site equipment and stock checks, staff training, contract mobilisations and a breakdown response service, which all inevitably means a significant part of our overall carbon footprint is in the form of road miles generated. A number of initiatives have been introduced in recent years to improve the carbon footprint of our field based staff, including a change to hybrid vehicles and “driving lessons” for company car users and were aimed at modifying driving behaviour to improve fuel efficiency. We also utilise software to improve journey planning. These key measures have reduced wasted miles travelled and have the combined benefit of allowing more customers to be visited more often.


Examples of Continuous Improvement

Key to continual improvement is the recent investment in our manufacturing processes shows further environmental benefits from a number of new initiatives:

  • Eliminating Heating Oil: By switching from oil to gas to heat our warehouse and production facility there is a significant improvement in terms of CO2 emissions in the years ahead from changing our fuel source. Energy conversion factors published by the Carbon Trust shows that natural gas produces 31% less CO2 per KWH.
  • Steam Generator: As steam is required to heat process vessels at our Selkirk factory we have installed a new steam generator which will not only benefit from the new gas supply but is more energy efficient than our previous plant.
  • Compressed Air Systems: The energy required to run pneumatic process equipment is significant. After carrying out a data logging exercise to evaluate demand, we replaced one of our compressors with a dual unit combining a variable speed drive and a fixed speed unit. Testing has shown a power saving of almost 40%.
  • LED Light Replacement: We have embarked on a program to phase out fluorescent tubes on a rolling replacement programme and calculations show that there is a reduction of energy consumption by 60% by moving to LED lights.

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