Pulp & Paper Solid Waste Initiative - Scion - Home & Paper Solid Waste Initiative Phase 4: Industry Strategy . Scion - Kim McGrouther, Suren Wijeyekoon, Murray Robinson and Robert

Pulp & Paper Solid Waste Initiative Phase 4: Industry Strategy

Scion - Kim McGrouther, Suren Wijeyekoon, Murray Robinson and Robert Lei SKM - Chris Purchas and Sam Bridgman

Author contact: [email protected]

Pulp & Paper Sector: Solid Waste Strategy 2013

2

Introduction The purpose of this first waste strategy for the New Zealand Pulp and Paper Sector (Sector) is to set out the intended policy and direction for management of solid waste at a Sector level. It provides a framework for actions over the next 2-3 years.

It also provides umbrella strategy for each Mill, offering direction, as they assess their site specific waste management practices.

This first waste strategy is the culmination of a Ministry for the Environment (MfE) Waste Minimisation Fund project “NZ Pulp & Paper Solid Waste Initiative” which studied solid waste streams arising from the Sector and the options for the beneficial management of these materials.

The project involved:

A review of existing technology to treat or dispose of the solid waste generated by the Sector;

Developing a methodology for data collection that was subsequently applied to each mill;

A Sector level aggregation of waste composition and quantity; and An evaluation of options for improving waste management. Further information and background documents are available on the Scion website at http://www.scionresearch.com/research/sustainable-design/environmental-technologies/pulp-and-paper-solid-waste

Document Structure This strategy document includes the following sections:

Context Describes the broader background and trends affecting the management of

the solid waste arising from the Sector. Summarises the Sectors solid waste composition, quantities and management

practices.

Vision Sets out the overall direction of the Sector with regards to solid waste

management. This is the long term goal (10 years plus).

Strategy Sets out the approaches to achieving the vision. There are three medium term

strategies (2-3 years’ timeframe).

Actions Sets out the specific actions the Sector can undertake to implement the

strategy. These are short term actions (1-2 years). For each action the rationale, timeframe, success measure and responsibility are listed.

http://www.scionresearch.com/research/sustainable-design/environmental-technologies/pulp-and-paper-solid-waste

http://www.scionresearch.com/research/sustainable-design/environmental-technologies/pulp-and-paper-solid-waste


3

Scope of the Strategy This strategy is applicable to solid waste arising from the NZ Pulp and Paper Sector. There are five sites that have actively been involved with the development of this strategy. These are listed in Table 1.

Table 1: Pulp and Paper Mill Sites Involved with this Strategy

Site Description Carter Holt Harvey Penrose The Penrose mill in Auckland manufactures corrugating medium entirely from recycled fibre collected from around NZ by the Carter Holt

Harvey Fullcircle Recycling business.

Carter Holt Harvey Kinleith The Kinleith Pulp and Paper Mill is Carter Holt Harvey’s largest mill, producing more than 600,000 tonnes of packaging papers and bleached softwood kraft market pulp per annum, based on radiata pine and recycled cardboard.

Carter Holt Harvey Tasman The Carter Holt Harvey Tasman mill has a capacity of about 300,000 tonnes of bleached and unbleached kraft market pulp primarily for export and used by manufacturers of high quality paper, tissue and building products.

Pan Pac Pan Pac Forest Products Limited is operated as an integrated forestry / timber products company and is based in the Hawkes Bay. Owned by Oji Paper (Japan), pulp is manufactured primarily for the Japanese shareholders and is exported for product manufacture. Other grades are manufactured for the Asian markets for newsprint and board production.

WPI WPI International produces mechanical pulp for advanced paper board products in Asia. The mill is sited at Karioi near Ohakune in the central North Island and is surrounded by Pinus Radiata Plantation forest.

Norske Skog Tasman is part of a joint venture with CHH Tasman which manages solid wastes from the Kawarau site. Norske Skog Tasman has not been directly involved with the formation of this strategy but has allowed access to their waste data which has been included in the report.


4

The strategy is applicable to solid waste streams arising from Mill operations and does not cover processes that typically take place outside of Mills such as the logging of forests or the disposal of product used by consumers. The typical waste streams that this strategy covers are shown in Figure 1 and Table 2.

Figure 1: Waste Streams from the Pulp and Paper Sector


5

Table 2: Waste Stream Descriptions

Waste Category Description Wood yard debris Material from wood storage and processing yard unusable for pulp production e.g. yard scrapings, barker and chipper waste.

Boiler and furnace ash Bottom and fly ash from the on-site power boiler. Wide range of composition (see Table 5) depending on fuel (wood waste, coal) and boiler operation.

Pulping and papermill rejects Rejects from the pulping process e.g. knots, over size chips, clay/fillers and out of spec product.

Causticizing residuals Residuals from treatment/recirculation of causticizing chemicals – this includes lime mud, lime, slaker grits and green liquor dregs.

Wastewater treatment plant (WWTP) residuals

Primary and secondary sludge from wastewater treatment processes. Primary sludge is predominantly fibre and gross contaminants (e.g. ash, grits, dregs, and lime mud) and settled prior to biological treatment. Secondary sludge is a mix of fibre and biomass generated during the treatment process.

Pulp and Paper Sector’s Role in the Waste Industry

The Sector also plays a part facilitating waste minimisation from other sectors of New Zealand. This is through:

The recovery of forestry and wood processing wastes for conversion to high value products; The recovery of wood wastes for energy (biofuels); and The collection and recycling of paper wastes (undertaken at Carter Holt Harvey Penrose and Kinleith).


6

Context This section sets out the context in which this waste strategy has been developed. It provides high level information on the influences that have shaped the vision, strategy and actions.

Background Legislative and Policy Context Legislation

Waste management in NZ is guided by a number of pieces of legislation including (but not limited to): Waste Minimisation Act 2008; Local Government Act 2002; Hazardous Substances and New Organisms Act 1996; Climate Change Response Act 2002; and the Resource Management Act 1991.

Of these the Resource Management Act 1991 (RMA) and the Waste Minimisation Act 2008 (WMA) have the most direct impact on the Sector’s management of solid waste.

The Resource Management Act

The environmental impacts of waste facilities (such as landfills and monofills) are controlled through the RMA. Consents are required for disposal facilities and for controlling and monitoring discharges from solid waste management to water, air and land.

National Environmental Standards also prohibit certain activities that affect air quality and the management of contaminated sites (such as old landfills).

Under the RMA regional councils regulate the environmental effects of waste disposal facilities by granting and monitoring resource consents.

The Waste Minimisation Act 2008

The purpose of the WMA is to encourage waste minimisation and decrease waste disposal to protect the environment from harm and provide environmental, social, economic and cultural benefits. Through the Act a waste levy is placed on all disposal facilities that accept household waste. The Act also allows for the levy to be used to fund waste minimisation initiatives.

Policy

The New Zealand Waste Strategy provides high-level direction to guide the use of tools available to manage and minimise waste. It has two goals (Table 3) which allow a flexible approach to be used for different situations. Table 3: Extract from the NZ Waste Strategy 2010

Goal 1

Reducing the harmful effects of waste When planning waste management and minimisation activities, local government, businesses and communities should assess the risk of harm to the environment and human health from waste to identify and take action on those wastes of greatest concern.

Goal 2

Improving the efficiency of resource use

When planning waste management and minimisation activities, local government, business and communities should improve the efficiency of resource use to reduce the impact on the environment and human health and capitalise on potential economic benefits.


7

Influences The following factors have influenced the development of this waste strategy.

Waste Hierarchy

The waste hierarchy (Figure 2) is commonly referred to within the waste sector. The hierarchy has been formed on the basis that actions at a higher level can reduce the costs of actions at a lower level and the environmental impacts of activity at a higher level are generally less than those at a lower level.

WWTP Sludge drying prior to vermi-composting

Figure 2 The Waste Hierarchy1

1 Ministry for the Environment, 2009


8

Resource Efficiency

The NZ Waste Strategy notes that resource efficiency is about getting more from less. Improving resource efficiency can provide savings both in waste disposal costs and resource costs. It will allow a business to become more productive.

So far the Sector project has concentrated on the ‘end of pipe’ i.e., the waste stream. But the work does help to justify the use of actions further up the pipe.

Landfill is Low Risk

In NZ, the landfills are a relatively low risk option for the management of waste. The capital and operating costs can vary widely depending on the landfill standard, expectant life and the haulage (distance materials must be transported) for disposal. Alternatives to landfill need to pass a significant benchmark for cost and risk (i.e. they must also be cost effective and low risk). However any diversion activity has the potential to extend the life of the landfill which can have economic and environmental benefits.

Stewardship

There is a desire to ensure that the Sector retains a sense of ‘stewardship’ of the waste material. The mills are part of the NZ economy and local communities. They do not wish to discharge the responsibilities in this regard and are keen to ensure that their waste does not cause environmental or social harm – even when they have passed the responsibility of its management to another party.

Engagement with other Industry

The sector wants to work with other parties to find alternatives to landfill. It is recognised that for other business to be involved they need to realise economic benefits from waste diversion activities. This results in ‘win-win’ situation for both parties.

Industry Wide Issues and Opportunities Waste Generation Collectively in 2012, the Sector produced an estimated 2.36 million air dry tonnes (adt) of pulp, paper and paperboard product essentially from waste raw materials. At the same time, over 400,000 tonnes /year of solid waste was generated by this Sector which was either recycled, recovered or landfilled. Over half (53%) of this waste was organic, 8% was inorganic and the remaining 39% was a mixture of both. The tonnage per category is contained in Table 4.

Table 4: Waste Generation by Category (rounded)

Boiler ash

Wood yard debris

Causticizing residuals

Pulping rejects

WWTP residuals

Estimated Totals (wet tonnes per annum)

56,000 119,000 31,000 55,000 148,000

% landfilled 100 0.02 100 38 28

Tonnes landfilled/yr

55,600 20 31,000 20,900 41,500


9 0

20406080

100120140160180200

Boiler Ash Wood Yarddebris

Causticizingresiduals

Pulpingrejects

WWTPresiduals

Solid

was

te (1

000

wet

tonn

es)

Landfilled Reused Recycled Combusted

Current Disposal Figure 3 provides an indication of the key disposal routes within each category.

Figure 3: Waste Disposal by Category

Wood Ash

From the evaluation process to date, boiler ash provides the best opportunity for a Sector wide and potentially national level initiative (involving other biofuel users). At a Sector level Ash makes up approximately a third of the waste sent to landfill. There may be opportunities for the beneficial use of this ash and part of this will depend on the ash characterisation. The typical composition of wood ash varies depending on boiler design, feedstock, and operation. Table 5 provides a range of test results taken from ash produced by the Sector.

Table 5: Ash Characterisation Range

C Ca K Mg Na P LOI Cd Zn Cu As Ni Cr Hg

% dry weight concentration (mg/kg)

1 -65

0.5 -15

0.3 -3

0.2 -1

0.1-1.2

0.05-0.6

0 -50

0 -1

30 -1000

20 -100

3 -30

10 -200

0 -60

0.5 -2.5

Key Challenges and Constraints There are a number of challenges facing the Sector when considering the management of waste. These include

The high capital cost of landfill development Designing, consenting, building and monitoring a modern landfill has a

significant capital cost. Although this outlay can be spread over a number of years it remains a significant barrier to waste disposal. Once built and operating however, the running costs can be low depending on the volume of waste being placed per annum and the number of years of expected operation.

The risk associated with alternatives to landfill There are few alternatives to landfill currently occurring at a Sector level. New

approaches to the management of waste need to be assessed against criteria including technology (is it going to work), commercial (is it financially sustainable), market (is there a viable market for the end product) and environmental (will it cause further environmental harm). New options for the management of waste need to prove themselves against all of these criteria.


10

Vision

The Pulp and Paper Sector will maximise resource efficiency and explore opportunities to divert waste material generated by its own and other industry activities.

Rationale

The vision recognises that the Sector needs to take a resource efficiency approach to its operations and waste management. This will enable the Sector to both reduce the amount of waste generated whilst becoming more productive with the resources it does use. This will result in economic, social and environmental benefits.

The vision also recognises that the Sector must take responsibility for the wastes it does generate to ensure that they do not cause harm (to human health, the environment or the economy) throughout its life cycle. This is applicable regardless of who manages the waste.

In addition the vision recognises that the Sector is able to help other industries with waste minimisation activities such as the recycling of domestic waste paper, forestry residuals etc. On-going efforts can be made to enhance these practices.


11

Pulp and paper wastewater treatment - partially aerated lagoon (aerator in background)


12

Strategy Three objectives have been formed to provide immediate focus for the Sector. These have been formed based on the current understanding of solid waste flows, Sector level discussions and initial opportunity identification.

Objective 1 Identify Beneficial Uses for Wood Ash To reduce the amount of ash disposed of to landfill and to maximise the useful life of existing disposal facilities by seeking/developing beneficial use options for wood ash. In all cases ash is disposed of in onsite landfills. This is a low risk approach but requires most sites to secure additional airspace in the short to medium term. In this context seeking alternatives to landfill disposal for some or all ash is desirable. At a Sector level it has been recognised that the beneficial (diversion from landfill) management of this waste may depend more on the use of the material (market demand) rather than the availability (market supply). Therefore the focus of this objective is on collaboration with other industry groups to create a sustainable market rather than focussing on a particular technology solution.

Examples of wood ash from boilers

Objective 2 Optimise Sludge Treatment Options To reduce the amount of sludge disposed of to landfill and to maximise the efficiency of processes where sludge is not landfilled such as combustion for energy recovery and vermi-composting for product manufacture. The site and location where sludge is generated will influence the choice of options available for sludge use or disposal (e.g. landfilling, vermi-composting or combustion). Factors may include the availability of third party operators, site heat load, site heat plant and design/operational considerations. Optimising relates in part to be able to compare the options on a standardised cost/risk framework. The issues addressed in the framework are the factors that we need to ensure are considered in this process.

Objective 3 Enable Business Opportunities To enable business to realise economic opportunities from the waste whilst still applying effective stewardship principles. Some of the waste materials generated may have properties and characteristics that are of use to businesses and provide economic benefit. Business should be able to identify possible innovation opportunities and test these. There may be a role to partner with other business and gain funding from the Waste Minimisation Fund, Sustainable Farming Fund and other funding bodies. The use of sludge in a vermi-composting operation is a good example of a waste stream that has been picked up and treated by a business that processes it into a saleable product. But these examples are not widespread. Whilst undertaking these activities the Sector is conscious of handing over waste streams without some assurance and control over what will be done with the waste. No Sector waste stream should cause harm to the community and environment through inappropriate use or treatment.


13

Actions A number of actions (Tables 6-9) have been identified to implement the objectives. In order to keep the Sector momentum agreement on roles, responsibilities and information sharing will need to be set clearly. Initially the identified actions will be scoped out by an SKM/Scion project team and presented to the sector group for consideration and agreement on the next steps. The sector group will meet on a regular basis, at least every six months.

Table 6: Actions to Implement Pulp and Paper Waste Strategy Development

Action Rationale Steps Success Measure Timeframe Responsibility Maintain Sector momentum. The implementation and ongoing

evolution of the Pulp and Paper Waste Strategy will need to be proactively driven by the Sector.

Agree on implementation plan, roles and responsibilities.

Clear road map for the Sector participants set.

Meet at minimum 6 monthly

Scion/SKM

Continue to look for opportunities to meet and discuss issues of common interest as well as share information.

Information and progress update protocols established.

December 2013 Scion/SKM

Review and update the objectives and actions of strategy.

Strategy is updated by identified timeframes and 2nd generation actions set.

August 2014 Scion/SKM

Dried WWTP sludge


14

Objective 1 Beneficial Use of Wood Ash - Actions To reduce the amount of ash disposed of to landfill and to maximise the useful life of existing disposal facilities by seeking/developing beneficial use options for wood ash.

Table 7: Actions to implement Objective 1 – Beneficial use of Ash

Action Rationale Steps Success Measure Timeframe Responsibility Investigate the use of ash as an additive in materials and products.

Initial testing has revealed that Ash has some properties that may be of benefit to other industries.

This has been backed up by initial overseas research although the practice is not widespread in NZ.

Investigate the beneficial use of ash in the fertiliser industry.

Enough information is gathered to enable a go/no go decision to be made on conducting small scale trials.2

September 2013

Scion/SKM

Investigate the beneficial use of ash in the concrete and cement industry.

Enough information is gathered to enable a go/no go decision to be made on conducting small scale trials.

September 2013

Scion/SKM

Investigate the beneficial use of ash in the aggregate (roading) industry.

Enough information is gathered to enable a go/no go decision to be made on conducting small scale trials.

December 2013 Scion/SKM

Investigate the combustion of material and effects on ash productions.

The combustion of material influences the ash quantity and characterisation.

Changing the feedstock and efficiency of the boiler may influence the ash and therefore its potential end use and quantity. The relationship is not widely understood.

Investigate the affect differing feedstock has on ash composition.

An understanding of the relationship between feedstock and ash characterisation is gained.

March 2014 Scion/SKM

Investigate combustion practices to ensure efficient operation that limits ash production.

An understanding of the relationship between combustion efficiency and ash generation is gained.


2 This success measure has been met and there is potential for the ash to be used within the fertiliser industry.


15

Objective 2 Optimising sludge treatment options – Actions To reduce the amount of sludge disposed of to landfill and to maximise the efficiency of processes where sludge is not landfilled such as combustion and vermi-composting.

Table 8: Actions to Implement Objective 2 – Optimise Sludge Treatment

Action Rationale Steps Success Measure Timeframe Responsibility Investigate the role of sludge application to land.

Sludge has the potential to be a useful product with suitable properties for soil amendment.

There are a number of techniques that may be used to treat the material prior to land application.

Document the true costs (land use, logistics etc.), value and market demand for vermi- composting.

A clear understanding of needs (space, end use, cost etc.) is documented for the Sector.


Document the true costs (land use, logistics etc.), value and market demand for sustainable composting.



Document the effectiveness and operating parameters needed for straight application of the material as blended humus.



Investigate the application of existing technologies to the Sector (such as anaerobic digestion).

A clear understanding of the role of the technology is documented for the Sector.


Ensure sludge combustion is undertaken efficiently enhancing its suitability as a fuel.

Combustion of sludge may require supplementary fuel to create efficient combustion and this can have an effect on air discharges, costs, ash quantity and characteristics.

The sludge also requires dewatering – itself an energy intensive process.

Investigate the use of advanced dewatering techniques and how they may be applied cost effectively.

A clear understanding of dewatering techniques is documented for the Sector.


Research the use of supplementary fuels and what mix will lead to the efficient combustion conditions.

An understanding of the relationship between fuel mix and combustion efficiency is gained.



16

Objective 3 Enable Business Opportunities - Actions To enable business to identify uses for the waste material and gain economic benefit whilst still applying effective stewardship principles.

Table 9: Actions to Implement Objective 3 – Enable Entrepreneurs

Action Rationale Steps Success Measure Timeframe Responsibility Enable entrepreneurs access to waste materials

Some of the waste types generated may have properties and characteristics that are of use to others and provide economic benefit.

The Sector needs to make sure information is available in a way that enables business to identify potential uses/ innovation and test the practicality (economic, technology, environmental etc.) of these ideas.

What are the current barriers to this occurring?

What information is needed to be provided by the Sector to the market?

What information is needed by the Sector from the market?

A clear understanding of barriers to both the Sector and potential waste material users is documented and disseminated.

May 2014 Scion/SKM

Package existing information on waste including:

Data (what is available, indicative costs);

Evaluation/Issues (sets out the risks); and

Priorities for the Sector (this strategy).

Available information is clearly articulated and ready for dissemination.

May 2014 Scion/SKM

Identify best way to disseminate information

Clear and targeted communication channels are identified.

June 2014 Scion/SKM


17

Supported by the Ministry for the Environment’s Waste Minimisation Fund Acknowledgements Developed as part of the NZ Pulp & Paper Solid Waste Initiative Project with financial assistance from the Waste Minimisation Fund, which is administered by the Ministry for the Environment; and from the pulp and paper sector.

Disclaimer and Copyright The Ministry for the Environment does not necessarily endorse or support the content of the publication in any way.

Reproduction, adaptation or issuing of this publication for educational or other non-commercial purposes is authorised without prior permission of the copyright holder(s). Reproduction, adaptation or issuing of this publication for resale or other commercial purposes is prohibited without the prior permission of the copyright holder(s).

5 August 2013

Pulp & Paper Solid Waste Initiative - Scion - Home & Paper Solid Waste Initiative Phase 4: Industry Strategy . Scion - Kim McGrouther, Suren Wijeyekoon, Murray Robinson and Robert

Documents