Glad white paper

1. Rethinking Waste: One Bag at a Time
© 2012 Glad Products Company
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Proprietary and Confidential

2. Executive Summary
The importance of sustainability is more than just changing your products and manufacturing, it
is essential to inspire and engage employees in the process, ensuring that sustainability
becomes embedded in the business decision process.
A culture of continuous improvement in sustainability needs to occur at all levels of the
organization and become part of employee’s daily routines. The key is to leverage the “Power of
Passionate People” and partner with them to drive sustainability throughout the organization.
At Clorox, a group of passionate volunteers started the Eco Network to identify sustainability
opportunities, both internally and externally. The passion of the Eco Network is contagious and
helps motivate other employees to think more about sustainability within the building, for their
brands and, ultimately, the consumer.
At the Clorox Headquarters in Oakland, CA, the Glad Brand set out to engage employees with
the launch of its One Bag Campaign. The One Bag Campaign is an effort launched in the fall of
2011 to help consumers reduce waste at sporting events, parties and other events with the
ultimate goal of ending with only one bag of waste going to landfill and the rest diverted to
recycling and composting.
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3. Executive Summary
Prior to this the campaign, the Eco Network and Glad collaborated on other waste diversion
activities such as signage by waste bins and distributing reusable coffee mugs to employees, all
with the goal to help the building divert 90% of waste by 2013.
This specific campaign challenged to employees at the headquarters was to produce the least
amount of trash with the goal of only one bag of waste per week for their floor. It turned out that
many floors were able to meet this “unreachable” challenge, and the floor that was able to
produce the least amount of trash for the week was rewarded with a free “eco-friendly” lunch for
everyone.
The location had already reached a strong 70% landfill diversion rate, but it had been a struggle
to improve beyond that. This One Bag Challenge netted an additional 10%, or an improvement
to 80% overall diversion, by engaging employees first hand and adding a competitive aspect to
the mix.
In addition to the impact on sustainability, CSR is a valuable employee engagement tool with
respect to the holistic financial health of a company.
Following you will find industry trends for waste diversion in society as well as best case
practices to address a wide range of issues around waste diversion. The practices detail steps
that can be taken in a variety of office and product channels, as well as successful tactics to
engage employees.
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4. Waste Diversion Trends and Support
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5. Waste Diversion Materials on the Rise
Municipal
Solid
Waste
Genera3on,
Recycling,
and
Disposal
in
the
United
States
Facts
and
Figures
for
2010
U.S.
Environmental
Protec4on
Agency
Office
of
Resource
Conserva4on
and
Recovery,
November
2011
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6. Waste Diversion is the Future
Projected
Waste
Diversion
in
US
NYC, Seattle,
San Francisco
Tons
of
Waste
MM
34% of adopt policies
waste is
1997 diverted
Legislation
10% of mandates
waste is diversion
diverted
Sourced
from
independent
consul4ng
study
on
legisla4ve
trends
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7. Strong Growth in Recycling
Municipal
Solid
Waste
Genera3on,
Recycling,
and
Disposal
in
the
United
States
Facts
and
Figures
for
212
010
7
U.S.
Environmental
Protec4on
Agency
Office
of
Resource
Conserva4on
and
Recovery,
November
2011

8. Curbside Recycling Program Growth
Municipal
Solid
Waste
Genera3on,
Recycling,
and
Disposal
in
the
United
States
Facts
and
Figures
for
2010
U.S.
Environmental
Protec4on
Agency
Office
of
Resource
Conserva4on
and
Recovery,
November
2011
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9. Waste Generation vs. Diversion
Waste generation has leveled off and diversion is increasing.
Municipal
Solid
Waste
Genera3on,
Recycling,
and
Disposal
in
the
United
States
Facts
and
Figures
for
2010
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9
U.S.
Environmental
Protec4on
Agency
Office
of
Resource
Conserva4on
and
Recovery,
November
2011

10. Waste Diversion Trends
Municipal
Solid
Waste
Genera3on,
Recycling,
and
Disposal
in
the
United
States
Facts
and
Figures
for
2010
12
10
U.S.
Environmental
Protec4on
Agency
Office
of
Resource
Conserva4on
and
Recovery,
November
2011

11. Waste Diversion – Room for Growth
 Today
only
34%
of
waste
in
the
US
is
being
diverted
vs.
poten4al
total
of
70%
 EPA’s
stated
goal
is
80%
diversion
by
2020
Total
Residen4al
Waste
“Real
Garbage”
(Not
diver4ble)
Recyclable
Total
70%
of
waste
can
poten4ally
be
diverted
Compostable
Yard
Waste
Municipal
Solid
Waste
Genera3on,
Recycling,
and
Disposal
in
the
United
States
Facts
and
Figures
for
2010
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11
U.S.
Environmental
Protec4on
Agency
Office
of
Resource
Conserva4on
and
Recovery,
November
2011

12. Waste Diversion ROI Value
For the top five on Interbrand’s 2012 list of the best global green brands effective
Corporate Responsibility communications can be worth billions on the balance
sheet.
• Corporate Responsibility ranked third in the top 10 drivers of employee engagement
according to the Corporate Leadership Council.
• Companies with high employee engagement have up to 87% lower turnover and 20% better
performance.
• Companies with highly engaged employees saw a 19% jump in operating income while
companies with poor employee engagement saw an 11% drop over one year, according to
the Towers Perrin study.
• The value of a CR communications platform is its ability to open up lines of dialogue with
stakeholders through stories and ideas that reflect your shared interests. Over time, engaging
with the people who matter most in your success will pay off in a stronger brand and
business.
• Creating a corporate wide waste diversion program is an excellent quantifiable platform to
engage employees.
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13. Waste Diversion in an
Office Environment
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14. Developing a Solid Vision Statement
• Clear and unified vision that can be easily
understood and supported by all levels of employees
• Defined goals that are aspirational, yet attainable
• Buy-in across the organization
• Strong execution and communication plan
• Encourage review, feedback and updates
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15. Making Sustainability Core to Business
• Planet one of 5 Pillars of our Corporate Responsibility Strategy
• Key metrics embedded into Corporate Scorecard
• Environmental considerations integrated into core business processes
• Goals and progress reported out in a single, integrated Annual Report
People
Products
Planet
Performance
Purpose
Shrink our
environmental
footprint while we
grow our business
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16. Dedicated Team to Drive Actions
Eco Office
A dedicated group responsible for driving the environmental sustainability strategy at
The Clorox Company. Helps Clorox set and measure progress against goals, embed
sustainability into core business processes, and engage and support business partners
with tools, resources, and ideas.
Eco Assessments
A defined process for identifying and prioritizing potential actions against a business
unit’s environmental risks and opportunities for footprint reduction and business growth.
Eco Accountability
Environmental goals are part of the Clorox corporate scorecard on which annual
executive evaluation and compensation are based. Goals are also cascaded to individual
performance objectives throughout the organization where appropriate.
Eco Network
A company-wide group of eco-passionate volunteers that are helping to embed
sustainability mindsets and behavior across the organization.
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17. Creating a Team Dedicated to Waste
• Leverage the “Power of Passionate People”
o Seek out employees that are already engaged in sustainable
behaviors at work or at home
o Ask these engaged employees to spread the word and advocate
for change with colleagues
• Ideal Make-up of Eco Team
o Team leads that reside over the whole company such as
Sustainability
o Cross-functional representation
o C-suite or key decision makers that can help implement change
“The One Bag event really helped us understand what waste went into each
receptacle. It was a good educational refresher.” Clorox HQ Employee
“It made me think twice before tossing everything in the trash. I took a few extra
minutes to sort out my waste but it made me realize that we can divert a lot
more waste than we currently do.” Clorox HQ Employee
·∙
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18. Waste Reduction is the First Step
 Waste is…
o Concrete and easy to understand – a gateway to a more
sophisticated eco mindset
o Something EVERY employee can impact, regardless of
function, role or level
o Ideally suited to engaging the ENTIRE organization on a
new eco journey
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19. Define Internal Goals and Obstacles
• What are the current obstacles or processes in place that
impede waste diversion?
o Bins for recycling or composting not currently available at the
company
o Funds/Budget do not exist for waste diversion activities
o Current trash hauler does not take recycling or compost
• Define the preferred process and set achievable goals to make
changes
• Identify key areas that will be impacted and involve those areas
in defining changes
• Gain buy-in through the organization from operations to C-level
leadership
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20. Operational Plan for Waste Diversion
• Engagement
o Engage Corporate Facilities Management and Waste
Haulers to Brainstorm Waste Diversion Solutions
• Properly sort out waste into appropriate waste streams
o Engage employees at all locations (plants and offices) to
better educate them on reduction of waste
• Resources/Tools
o Provide posters, handouts and learning session to help
educate
o Take learning from successful implementations and roll-
out to other facilities
• Continuous Improvement
o Recognize the need to continually evolve processes and
education participants to increase waste diversion
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21. Employee Engagement
The best option for successful waste diversion is to engage employees
around waste diversion and prepare them for stepped changes.
• Embed into culture
o Get your “passionate people” together to form a sustainability team to help
educate and drive awareness
o Communicate and involve employees to show impact
• Make visible changes to educate and encourage behavior change
o Create “waste diversion” stations in key locations with educational signage
o Color code the bins with colors associated with each stream
o Remove waste bins at desks with only recycling bins to keep waste diversion top
of mind
o Reusable coffee mugs versus a daily disposable cup
• Engagement can be presented in many forms:
o Emails/newsletters
o Waste Diversion Awareness Day
o Waste Diversion Challenges
• Reward and recognize employees that are fully engaged in waste diversion to
encourage participation across the company
o Create contests and unique engagement tools to make sustainability initiatives fun
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22. Example: One Bag at the Corporate
Office
The Eco Network and Glad conducted a week-long Glad One Bag
Challenge in November 2011 to educate employees on proper waste
diversion. The goal was to produce less than 1 bag of landfill waste
in an entire week and the floor with the least trash would win.
• Senior Management Engagement
o Supporting the cause
o Communicating with employees
o Lead by example through participation
• Results
o Improved diversion rates from 70% to 80%
o Additional events planned to increase to 90% in the future
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23. Example: Dumpster Dives
Clorox has conducted dumpster dives at 11 facilities with
2 additional locations planned in 2013
• Employees experience waste diversion first hand and
see the impact of making waste reduction choices
o Increases awareness
o Greater commitment to recycling or composting
o Impacts long-term behavior
• Dumpster Dive in Action
o Prep employees with protective clothing, glasses and gloves
o Dump out the contents of the dumpster
o Employees sort trash that could have been recycled or
composted
• Results
o Waste to landfill reduced more than 50% on average for all
Clorox sites that have participated
o Most locations have continued to maintain their waste diversion
rates post dumpster dive
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24. Example: Third Party Recycling
The Clorox Fairfield, California plant partnered with a
third-party vendor in 2011 for an innovative recycling
program.
• Identified additional recycling materials and
strategically placed containers to allow for easy
access by employees.
• Results
o 65% of the cardboard collected is reused instead of recycled
o Net positive on recycling, generating more income from recycling
than the fee to the waste hauler
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25. Communication Plan
• Launching waste diversion changes requires a strong
internal communication plan for maximum participation
and results
o Start communicating potential plans or changes at least one month
prior to implementation
o Allow for employees comments/feedback
• Potential Timeline for Communication Plans
o 4 weeks prior to implementation: Email/newsletter highlighting
proposed changes and impact to employee/work routine. Ask for
feedback or comments
o 3 weeks prior to implementation: Address concerns or potential
watch outs during changes
o 1 week prior to implementation: Remind employees of the changes
o Week of implementation: Ask for feedback, review comments and
respond
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26. Re-energize and Remind
• Re-energize waste diversion
o Implement additional changes 1 month after initial launch
o Initiated fun challenges or contest to keep waste diversion
top-of-mind
• Remind
o Until waste diversion becomes second nature for all
employees, it’s important to continue to remind people
about company waste diversion plans and expectations
o Showcase examples of waste diversion at work with
employee or department stories
o Send monthly tips on waste diversion or reduction
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27. Examples: Re-energize and Remind
• Clorox HQ One Bag Challenge
o Challenge employees at headquarters to produce the least amount of trash
with the goal of only one bag of waste per week for the floor
o Reward: Free “eco-friendly” lunch
o Result: Additional 10% diversion for overall 80% diversion
• Off-site Offices and Plants: One Bag Challenge
o Alpharetta: One Bag event on Earth Day – Only one trash container with the
rest recycling
o Atlanta Plant: One Bag Earth Day event – One bag of trash for the plant
o Bentonville: One Bag event on Earth Day – Goal to divert at least 50% of
landfill trash to recycling
o Chicago: One Bag event on Earth Day – Reduce trash in cafeteria during
plant luncheon to one bag
o Fairfield: One Bag BBQ – 3 bags of recyclable waste and 1 bag of trash
o Kennesaw: One Bag event – Fit all non-recyclable office/kitchen waste into
one Glad 13-gallon kitchen bag
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28. Outcomes and Expected Results
• Clorox Results
o Reduced waste to landfill by nearly 15 percent.
o From Orangeville, Ontario, to Los Angeles, Calif., 11 sites have
held “dumpster dives” to separate trash from recycling and
compost items.
o Lasting awareness and actions that are reducing landfill waste by
more than half, on average, at each of these sites.
o Continued to find recycling opportunities for materials formerly
sent to landfills.
• Expected Outcomes with Implementation
o Increase waste diversion by 10-15%
o Drive awareness about waste diversion
o Senior leaders get engaged and support
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29. Waste Diversion at
Events – Corporate and External
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30. Setting Internal Guiding Principles
• Define a set of shared principles that guide expectations
around corporate and personal conduct for waste diversion
o Accountability
• Senior Management buy-in and input is crucial.
o Education
• Proper education prior to any waste diversion goal setting or events
• Publishing data and results prior to and after the event to give
employees a better perspective of impact.
o Open Communication
• Receiving and incorporating feedback from employees (i.e. location of
bins, size of bins, common issues with waste sorting) helps improve
acceptance rate.
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31. Setting External Guiding Principles
• Starting with your Internal Guiding Principles, create a set of
external facing shared principles that will guide expectations
around partner conduct for waste diversion
o Accountability
• Expect partners to mimic the same values and expectations of your
employees
• Include waste diversion in contracts and agreements
• Require reporting and feedback
o Education
• Work with partners willing to accept resources and tools around
waste diversion
• Expect partners to educate their employees and communicate
efforts to end customers/consumers
o Open Communication
• Work with partners willing to be open about waste diversion issues,
concerns and limitations
• Work together to determine ways to improve and evolve
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32. External Partners
• Sponsorship or Agreement Negotiations
o Outline expectations about waste diversion and
reduction at the start of every negotiation
o Include sustainability and waste diversion guidelines in
all agreements
• Create a waste diversion guidelines template to include in
all agreements/contracts
o Define metrics for measuring external partners on
waste diversion and reduction efforts
o Hold partners accountable for agreed upon metrics and
request actions to ensure guidelines are met
o Seek to improve on waste diversion and reduction
during the contract renewal process
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33. Events: Pre-Plan
• Waste Audit
o Conduct a waste audit at least 2-3 months prior to the start of any event
to identify the key contributors to waste and to identify solutions to
change over to recyclable or compostable replacements
• Venue
o Visit the venue and meet with the key operational employees that deal
with waste generation or disposal
• Material/Supply Management
• Kitchen
• Servers
• Waste Management Staff (Custodial, Operational)
o Set up a plan to measure the waste at the end of the event
• Vendors
o Identify current vendors that are contributing to waste and work with them
to find alternative solutions that can be recycled or compostable
o Identify new vendors that provide diversion options and work with venue
to determine if temporary changes are possible
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34. Events: On-Site
• Communication/Signage
o Drive awareness with attendees prior to arrival at the event via email,
newsletter or registration details
o Communicate at the arrival of the event about waste diversion efforts and
expectations
o Place visual signage near all waste stations and waste drivers
• Waste Diversion Bins
o Select waste bins that aid attendees in proper waste diversion
• Different colors for different waste streams
• Visual cues for proper sort – samples of materials from conference or clear
signage that highlights waste items
o Always co-located trash bins with recycling and composting
o Place bins near prime waste drivers areas such as food service areas,
restrooms and conference rooms
• Education
o Take the opportunity to educate attendees about the company’s waste
diversion efforts and guiding principles
o Reinforce efforts already taking place throughout the company and
introduce new ways to divert waste
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35. Events: Post Event
• Measure Waste Diversion
o Work with the venue and facilities management to weigh and count the
bags generated from the event
o If possible, get receipts from waste haulers to confirm accurate readings
• Course Correct
o Identify ways to improve after each event either through a change in
materials, training of staff or implementation of different facility practices
• Report Out
o Share the results, learnings and proposed improvements with the
attendees and company
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36. Communication Plan
• Internal
o Email – Provide updates on major changes and behavior change requests for
employees
o Newsletters – Create monthly news and updates to share with employees
o Employee Mailings – Utilize existing mailings to communicate success stories and
major changes being implemented
o Common Office Space or Cafeteria – Showcase success stories, provide visual cues
of waste diversion efforts and remind employees about waste diversion expectations
o Employee website – Showcase sustainability initiatives, provide updates and
reinforce employee behaviors
• External
o Website – Showcase waste diversion efforts of the company, employees and
partners
o Press release – Announce major waste diversion changes or success stories
o Newsletters – Highlight waste diversion tips
o Social Media – Post success stories that can translate to followers everyday life at
work or home
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37. Example: Clorox Sales & Shareholder’s
Meeting
Engaged Clorox Sales and key shareholders
in One Bag at the Clorox Sales Meeting
• 500 people
• 3 days, 1 bag of trash per day
• 99% diversion
o Displayed informational signage by waste receptacles
o Removed wrapped candy and chips from lunch boxes
o Compostable or reusable silverware
o Donated leftover lunch boxes to local non-profit
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38. Example: AASHE Sponsorship
• Official waste diversion sponsor of the
2011 AASHE Conference
o 97.63% diversion rate
• One Bag grants to AASHE members to
start new sustainability programs
o Develop new waste diversion initiatives for
the athletics stadium
o Expand recycling programs at tailgating to
include composting
o Fund student volunteers to drive
awareness/education
o Launch recycling at tailgating for the first
time
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39. Example: Sustainable Brands Waste
Diversion Sponsorship
Advance the brand leadership position within sustainability and launch
the One Bag platform in corporate, NGO and academic channels by
leveraging a partnership with Sustainable Life Media (SLM)
• Introduce Glad’s new DNA to the sustainability community
• Seed Glad as a leading waste reduction expert and trusted source
Activation
• Editorial Sponsor for February’s Rethinking Waste
o 4 articles throughout the month of February focused on waste diversion and One Bag (up to
2,000 views)
o Webinar (90+ companies attended)
o Glad page on Sustainable Brands
• Bronze Sponsor for the June Sustainable Brands Conference
o Glad branded waste diversion signs
o Glad bag drops in-room for recycling and composting
o 96% diversion rate, 1 bag of trash per the 4 days of the conference
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40. Example: University of Southern California
• Implement waste reduction and diversion
practices during pre-game tailgates at the
October 29, 2011 USC home game against the
Stanford Cardinals
• Waste was reduced by 3 tons from the year prior
including nearly 1.5 tons of recycling and
composting diverted from the landfill
• USC will implement some of the sustainability
efforts contained in a Glad-sponsored
EnviroRider™ -- an environmentally-conscious
production handbook for venues -- in the Los
Angeles Memorial Coliseum during upcoming
seasons
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41. Resources
Sustainable Brands –
www.sustainablebrands.com
www.sustainablebrands.com/glad
Glad –
www.glad.com/trash/waste-101
Glad TrashSmart iPhone app –
https://itunes.apple.com/us/app/trashsmart/
id488934789mt=8
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42. Conclusion
• Small Change. Big Difference.
o Waste diversion can be implemented as small incremental
changes
• Continuous Improvement
o Waste diversion is constantly evolving and change
o Measure and track results
o Be aware of trends or changes to recycling or composting
o Keep an open feedback loop to provide input/ideas
• Share Results
o Keep employees and partners informed about waste diversion
changes and results
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43. About The GLAD Products Company
The GLAD Products Company is wholly owned subsidiary of The Clorox Company. The
Clorox Company is a leading manufacturer and marketer of consumer products with 8,100
employees and fiscal year 2011 revenues of $5.2 billion. Clorox markets some of consumers'
most trusted and recognized brand names, including its namesake bleach and cleaning
products, Green Works® naturally derived home care products, Pine-Sol® cleaners, Poett®
home care products, Fresh Step® cat litter, Kingsford® charcoal, Hidden Valley® and K C
Masterpiece® dressings and sauces, Brita® water-filtration products, Glad® bags, wraps
and containers, and Burt’s Bees® natural personal care products. Nearly 90 percent of
Clorox Company brands hold the No. 1 or No. 2 market share positions in their categories.
The company’s products are manufactured in more than two dozen countries and sold in
more than 100 countries. Clorox is committed to making a positive difference in the
communities where its employees work and live. Founded in 1980, The Clorox Company
Foundation has awarded cash grants totaling more than $84 million to nonprofit
organizations, schools and colleges. In fiscal year 2011 alone, the foundation awarded $4
million in cash grants, and Clorox made product donations valued at $13 million. For more
information about Clorox, visit www.TheCloroxCompany.com.
© 2012 Glad Products Company 12
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