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1 cleaner production assessment
Civil Engineering (CE)
Anna University
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4 Cleaner Production Assessment 4 Cleaner Production Assessment Methodologies 4.1 UNEP/UNIDO Methodology Cleaner Production assessment is one of the specific Cleaner Production diagnostic tools. This is a systematic procedure for the identification and evaluation of Cleaner Production options for the companies that are launching a Cleaner Production project. The methodology allows us to identify areas of inefficient use of resources and poor management of wastes in production. Many organisations have produced manuals describing Cleaner Production assessment methodologies with the same underlying strategies. Table 4 lists some of the documents described in the more common methodologies. This chapter will follow the UNEP/UNIDO Cleaner Production assessment Recognized Need for Cleaner Production 1. Planning and Organisation 2. Pre-Assessment Phase 3. Assessment Phase 4. Feasibility Analysis Phase Continuation of the Cleaner Production Programme 5. Implementation and Continuation Project Results Assessment Figure 4 Overview of the Cleaner Production assessment methodology [UNEP, 1996a]. 4 cleaner production assessment methodology [UNEP, 1996a]. The five phases in this methodology correspond to sections 2-6 in the chapter. An overview of the methodology, is therefore found in the box of the chapter content on this page. In this Chapter 1. Cleaner Production Assessment Methodologies. UNEP/UNIDO Methodology. 2. Planning and Organising Cleaner Production. Obtain Management Commitment. Establish a Project Team. Develop Environmental Policy, Objectives and Targets. Plan the Cleaner Production Assessment. 3. Pre-assessment. Company Description and Flow Chart. Walk-through Inspection. Establish a Focus. 4. Assessment. Collection of Quantitative Data. Material Balance. Identify Cleaner Production Opportunities. Record and Sort Options. 5. Evaluation and Feasibility Study. Preliminary Evaluation. Technical Evaluation. Economic Evaluation. Environmental Evaluation. Select Viable Options. 6. Implementation and Continuation. Prepare an Implementation Plan. Implement Selected Options. Monitor Performance. Sustain Cleaner Production Activities. 71 A Cleaner Production Assessment and an Environmental Management System (EMS), are comparable. While Cleaner Production projects have a technical orientation, an environmental management system focuses on setting a management framework. It will be obvious from this chapter that a CP assessment needs a solid management structure, just as it is clear that an EMS needs a technical component when it is implemented. 4 Planning and Organising Cleaner Production The objective of this phase is to obtain commitment to the project, allocate resources and plan the details of the work to come. 4.2 Obtain Management Commitment Experiences from many companies show that Cleaner Production initiatives results in both environmental improvements and better economic performance. However, this should be recognised by the management of the company. One of the most effective ways for the management to see the benefits of implementation of Cleaner Production is by example of similar companies which already implemented CP programmes. Several sources for study cases around the world are found in the Internet addresses for this chapter. 4.2 Establish a Project Team The CP project team undertakes the following tasks: • Analysis and review of present practices. • Development and evaluation of proposed Cleaner Production initiatives. • Implementation and maintenance of agreed changes. The project team should consist of people responsible for the business functions of the major facilities in the company, research & development staff as well as expert consultants in order to facilitate team activities. Members from outside the company would give an independent point of view to Cleaner Production activities. 4.2 Develop Environmental Policy, Objectives and Targets The environmental policy outlines the guiding principles for the assessment. The policy contains the company’s mission and vision for continuous environmental improvement and compliance with legislation. The objectives describe how the company will do this. For example, the objectives could include reducing the consumption of materials and minimising the generation of waste. Targets are used to monitor if the company is proceeding as planned. An example of a target might be a 20% reduction in electricity consumption within 2 years. In general, objectives and targets should be: • • • • • Acceptable to those who work to achieve them. Flexible and adaptable to changing requirements. Measurable over time. Motivational. In line with the overall policy statement. 4.2 Plan the Cleaner Production Assessment The project team should draw up a detailed work plan and a time schedule for activities within the Cleaner Production assessment. Responsibilities should be allocated for each task so that staff involved in the project understands clearly what they have to do. Table 4 Methodologies for undertaking a Cleaner Production assessment [CECP, 2001]. Organisation Document Methodology UNEP, 1996 Guidance Materials for the UNEP/UNIDO National Cleaner Production Centres 1. 2. 3. 4. 5. UNEP, 1991 Audit and Reduction Manual for Industrial Emissions and Wastes. Technical Report Series No. 7 1. Pre-assessment 2. Material balance 3. Synthesis Planning and organisation Pre-assessment Assessment Evaluation and feasibility study Implementation and continuation Dutch Ministry of Economic Affairs, 1991 PREPARE Manual for the Prevention of Waste and Emissions 1. 2. 3. 4. US EPA, 1992 1. Development of pollution prevention programme 2. Preliminary assessment 72 Facility Pollution Prevention Guide Planning and organisation Assessment Feasibility Implementation cleaner production assessment 4 Box 4 provides examples of the types of questions which the team may ask operators to facilitate the investigation. During the walk-through all obtained information should be listed, and if there are obvious solutions to the existing problems, they should be noted. Special attention should be paid to nocost and low-cost solutions. These should be implemented immediately, without waiting for a detailed feasibility analysis. 4.3 Establish a Focus The last step of the pre-assessment phase is to establish a focus for further work. In an ideal case all processes and unit operations should be assessed. However time and resource constraints may make it necessary to select the most important aspects or process areas. It is common for Cleaner Production assessments to focus on those processes that: Box 4 Checklist for Background Information Type of information Available Not available Requires updating Not applicable Process Information Process flow diagram Material balance data Energy balance data Site plans Drainage diagrams Operating procedures* Equipment list & specifications Regulatory Information Waste license(s) Trade waste agreement(s) Environmental monitoring records EPA license(s) Environmental audit reports Raw Material/Production Information Material safety data sheets Product & raw material inventories Production schedules Product composition & batch sheets Accounting Information Waste handling, treatment & disposal costs Water & sewer costs Product, energy & raw material costs Operating & maintenance costs Insurance costs Benchmarking data * Note whether the plant is ISO 9001 or ISO 14001 certified. 74 Source: NSW-DSRD/NSW-EPA, 2000. cleaner production assessment 4 Inputs Process Outputs Raw materials: Department: Product: Ancillary materials: Process: By-products: Hazardous materials: Water: Air emissions: Short description: Solid waste: Energy: Hazardous waste: Occupational health and safety: Wastewater discharge: Figure 4 Example of an input/output worksheet [NSW-DSRD/NSW-EPA, 2000]. • • • • • Generate a large quantity of waste and emissions. Use or produce hazardous chemicals and materials. Entail a high financial loss. Have numerous obvious Cleaner Production benefits. Are considered to be a problem by everyone involved. For example, in order to meet new effluent regulations for chromium discharge, a tannery has to upgrade several aspects of its operation. In this case the assessment should focus on the chromium effluent problem. All information collected during the pre-assessment phase should be well organised so that it is easily accessed and updated. 4 Assessment The aim of the assessment phase is to collect data and evaluate the environmental performance and production efficiency of the company. Data collected about management activities can be used to monitor and control overall process efficiency, set targets and calculate monthly or yearly indicators. Data collected about operational activities can be used to evaluate the performance of a specific process. 4.4 Collection of Quantitative Data It is important to collect data on the quantities of resources consumed and wastes and emissions generated. Data should be represented based on the scale of production. Collection and evaluation of data will most likely reveal losses. For instance, high electricity consumption outside production time may indicate leaking compressors or malfunctioning cooling systems. Input/output worksheets are useful documents in determining 4 cleaner production assessment what data to collect. Most data will already be available within the company’s recording systems, e. stock records, accounts, purchase receipts, waste disposal receipts and production data. Box 4 Walk-through Inspection Questions to be answered during a walk-through inspection: • • • • • • • • • • • Are there signs of poor housekeeping? Are there noticeable spills or leaks? Is there any evidence of past spills, such as discolouration or corrosion on walls, work surfaces, ceilings and walls or pipes? Are water taps dripping or left running? Are there any signs of smoke, dirt or fumes to indicate material losses? Are there any strange odours or emissions that cause irritation to eyes, nose or throat? Is the noise level high? Are there open containers, stacked drums, or other indicators of poor storage procedures? Are all containers labelled with their contents and hazards? Have you noticed any waste and emissions being generated from process equipment (dripping water, steam, evaporation)? Do employees have any comments about the sources of waste and emissions in the company? Is emergency equipment (fire extinguishers etc.) available and visible to ensure rapid response to a fire, spill or other incident? Source: NSW-DSRD/NSW-EPA, 2000. 75 Case Study 4 Material Balance for Tanning in Leather Treatment This example focuses on the constructing of material balance for the tanning process in leather treatment technology. Please note that the figures used in this exercise do not represent a real situation. They are ball park figures drawn from various documents. Raw material Soaking, unhairing Fleshing, trimming Process inputs Inputs and water usage: Hides processed 40 tonnes/day Process water (tannage) 30 m³/day Rinse water (tannage) 140 m³/day Total plant water 1800 m³/day Tanolin (16% Cr) 2076 kg/day (322 kg Cr/day) (8 kg Cr/tonne of hides) Waste reuse/recycling: There is no recycling of waters or solids. Expected absorption rate of Tanolin is 70% (i. 30% is wasted). Materials balance Where does the chrome go? Tanning Chrome leather Process outputs Chrome leather 7 tonnes/day Trimmings and shavings 7 tonnes/day (Containing together 225 kg Cr/day) Tanning liquors Tanning rinse waters Total plant wastewater 33 m³/day 90 kg Cr/day 200 m³/day 7 kg Cr/day 1800 m³/day Chromed leather + Chromed spills 225 kg/day of Cr Chrome liquor Tanolin 332 kg Cr/day 97 kg/day of Cr Where does the water go in the tanning stage? Rinse water 7 kg/day of Cr Chrome liquor 33 m³/day Water for tanning 170 m³/day Rinse water 200 m³/day Where do the hides go? Chromed leather 7 tonnes/day Fleshed, limed hide 35 tonnes/day Chromed spills 7 tonnes/day Source: UNEP, 1996b. 4 cleaner production assessment 77 other factors may combine to contribute to waste. Unless these sources are identified and their relative importance established, the generation of Cleaner Production options is too limited. It may focus on a piece of equipment that emits the waste stream but produces only a small part of the waste. In the example shown in Figure 4 the waste stream has four sources. Two of these sources are responsible for about 97% of the waste. However, because these sources were not identified beforehand, roughly equal numbers of options address all four sources. Fortunately, the causes of the waste stream were understood before the assessment was complete. But knowing the major sources of the waste beforehand would have saved time by allowing members to concentrate on them. Depending on the findings in the initial assessment, the team may see the need to know more about specific details of wastes or energy use. This is done by conducting a detailed audit. 4.4 Identify Cleaner Production Opportunities The Cleaner Production assessment phase starts with making a “diagnosis” of the process to identify shortcomings and their causes, as well as to find options for how to improve it (Figure 4). The assessment team uses all means possible to identify Cleaner Production options. Ideas may come from: • • • • Literature. Personal knowledge. Discussions with suppliers. Examples in other companies. Waste from distillation column Reaction by-products Tars formed during distillation 50% 3% Figure 4 Fishbone analysis of waste sources [UNEP, 1996a]. • Specialised databases. • Further research and development. It should be noted that during the assessment process, a number of obvious possibilities for immediate improvements may already have been identified. For example one of the simplest and obvious measures is reduction in water use or energy use. One way to produce ideas for Cleaner Production opportunities is to run a brainstorming session. Brainstorming sessions have proved to be most effective when managers, engineers, process operators and other employees as well as some outside consultants, work together without hierarchical constraints. Many Cleaner Production solutions are arrived at by carefully analysing the cause of a problem. Often the temptation is to jump from identifying where wastes and emissions are Technology Modification Product Modification How does the selection of technology and design of equipment affect waste generation and the overall environmental impact of the process? Input Substitution Unrecovered product 46% Raw materials 1% How do product specifications affect waste generation and the overall environmental impact of the process? Cause Diagnosis Step How does choice and quality of input materials affect waste generation and the overall environmental impact of the process? Recycling Do waste streams contain valuable components, e. input materials of the intermediate and final product? Good Housekeeping How do equipment operation and maintenance procedures affect waste generation and the overall environmental impact of the process? Figure 4 Cause diagnosis [UNEP/DEPA, 2000]. 78 cleaner production assessment 4 programmes that encourage employees to conscientiously work to reduce waste. Material handling and inventory practices, including programmes to reduce loss of input materials due to mishandling, expired shelf life of time-sensitive materials, and proper storage conditions. Loss prevention, minimising wastes by avoiding leaks from equipment and spills. Waste segregation, reducing the volume of hazardous wastes by preventing the mixing of hazardous and nonhazardous wastes. Cost accounting practices, including programmes to allocate waste treatment and disposal costs directly to the department or groups that generate waste, rather than charging these costs to general company overhead accounts. In doing so, the departments or groups that generate the waste become more aware of the effects of their treatment and disposal practices, and have a financial motivation to minimise their waste. Production scheduling, and scheduling batch production runs. This way the frequency of equipment cleaning and the resulting waste can be reduced. It is at this stage also that the energy efficiency of the process, and of the general plant operations, can be considered. • • • • • Product changes are performed by the manufacturer of a product with the intent of reducing waste resulting from a product’s use. Product changes include: • Product substitution. • Product conservation. • Changes in product composition. Product modification is about changing the characteristics of a product such as its shape and material composition. Eight groups of strategies have been identified for the reduction of environmental impacts in products, and summarised in the so-called ecodesign strategy wheel (Figure 4). By working through the categories and mapping them on this ecodesign Figure 4 Ecodesign strategy wheel [Hemel and Brezet, 1997 & Van Hemel, 1995]. strategy wheel, a product’s environmental improvement options soon become more clear (See Book 3 in this series). Recycling via use and/or reuse involves the return of a waste material either to the originating process as a substitute for an input material, or to another process as an input material. 4.4 Record and Sort Options Once a number of Cleaner Production opportunities have been suggested and recorded, they should be sorted into those that can be implemented directly and those that require further investigation. It is helpful to follow the steps: • Organise the options according to unit operations or process areas, or according to inputs/outputs categories (e. problems that cause high water consumption). • Identify any mutually interfering options, since implementation of one option may affect the other. • Opportunities that are cost free or low cost, that do not require an extensive feasibility study, or that are relatively easy to implement should be implemented immediately. • Opportunities that are obviously infeasible, or cannot be implemented should be eliminated from the list of options for further study. Table 4 Example of information recorded for identified options [UNEP, 1996a]. Problem type Problem description Cleaner Production Options - - name of process and department - short background of problem - amount of materials lost or concentration of pollutants - money lost due to lost resources - resource consumption energy consumption air pollution solid waste wastewater hazardous waste occupational health and safety 80 how the problem can be solved short-term solution long-term solution estimated reductions in resource consumption and waste generation cleaner production assessment 4 Evaluation Evaluation and Feasibility Study Problem Solution xxx xxx xxx xxx Evaluation Economic Environmental Technical xxx Figure 4 Evaluation and feasibility study phase [UNEP, 1996a]. 4 Evaluation and Feasibility Study The objective of the evaluation and feasibility study phase is to evaluate the proposed Cleaner Production opportunities and to select those suitable for implementation. The opportunities selected during the assessment phase should all be evaluated according to their technical, economic and environmental merits. However, the depth of the study depends on the type of project. Complex projects naturally require more thought than simple projects. 4.5 Preliminary Evaluation The quickest and easiest method of evaluating the different options is to form a group, consisting of the project team and management personnel, and discuss the possible solutions one by one. This process should give a good indication of which projects are feasible and what further information is required. 4.5 Technical Evaluation The potential impacts on products, production processes and safety concerns of the proposed changes need to be evaluated before complex and costly projects can be decided upon. In addition, laboratory testing or trial runs may be required when options significantly change existing practices. A technical evaluation will determine whether the opportunity requires staff changes or additional training or maintenance. An example is described in Case Study 4. 4.5 Economic Evaluation The objective of this step is to evaluate the cost effectiveness of the Cleaner Production opportunities. Economic viability is often the key parameter that determines whether or not an opportunity will be implemented. Case Study 4 An Example of Technical Evaluation An insulation manufacturer came up with an option to replace the main raw material for its primary product with another material. The following table shows a before and after comparison, forming part of the technical evaluation. Consumption rates Before implementation After implementation Main raw material in solid waste 120 tonnes/year 0 tonnes/year Resin fumes 0/year 5 m /year (estimated) 3 Energy Reject products (in solid waste) >50% reduction (no extraction equipment used to remove fumes, no heating of raw material required) 7% of product 1% of product Transport Reduced for main raw material as it is lighter and less bulky Storage Reduced for main raw material as it is lighter and less bulky Productivity >200% improvement, ie takes less than half the time to process new raw material Product cost Reduced due to lower cost of main raw material Source: CECP, 2001. 4 cleaner production assessment 81 Implementation and Followup made. This type of estimate requires preliminary specifications of all the equipment, utilities, instrumentation, electrical and off-site installations of the process. 3. Detailed (Quotation) estimates, accuracy ± 5-10%, are used for project cost control and for contractor negotiations. This type requires complete, detailed process design, firm quotations for equipment and detailed breakdown and estimation of construction cost. Operating costs include direct manufacturing costs such as raw materials, waste treatment, utilities, labour costs, maintenance and repairs, fixed manufacturing costs which include capital costs (interest), depreciation of the installed equipment, taxes, insurance and plant overhead costs. The operating costs also include general costs shared with other parts of the company such as administration, distribution and sales costs and costs for research and development. Standard parameters used to evaluate the economic feasibility of a project are pay back period, net present value (NPV), or internal rate of return (IRR). As an example we can take a tannery, which will have to spend USD 351,120 for the installation of four special drums in order to use a Cleaner Production process for un-hairing hides, rather than using a chemical method. The annual savings is estimated to be USD 87,780 in reduced chemical costs. The pay back period is therefore 4 years. A more accurate evaluation of the financial viability of a project is obtained by calculating its net present value (Case Study 4). The NPV is calculated using the formula. CF1 CF2 CF3 CFn + + + ... + NPV = CF0+ (1+r)1 (1+r)2 (1+r)3 (1+r)n CFx =cash flow in period x, n=the number of periods (normally the expected lifetime of the project). r=the discount rate. CF0 =investment cost, which will be negative as it is money paid out. Choosing the correct discount rate is a very important part of any NPV calculation. As it is essentially an interest rate, there are two basic ways of selecting which rate to use. 4 cleaner production assessment Implementation plan Problem Solutions What? Who? When? xxx xxx xxx NN date xxx xxx Monitoring 200 kg waste/product Figure 4 Implementation and continuation phase [CECP, 2001]. 150 100 50 0 • If you are going to borrow capital to implement the project you can simply use the interest rate you will be charged on the loan. • If you will not take a loan to fund the project, use the interest rate you would receive if you were to invest the money. Most companies will add a small risk margin of 2-5% to the discount rate, for example, in case interest rates go up. If you are taking a loan, you may also want to take into account the effect on the discount rate of the tax deductions allowable on interest payments for business loans. The IRR method is evaluating projects in the opposite way to the NPV method. It enables you to calculate the interest rate equivalent to the return expected from the project over its lifetime. When this rate is known, it can be compared to the rates you would receive if you invested the money elsewhere. Generally, if the IRR is higher than cost for a loan, then the project is financially viable. Calculation of IRR is based on the same equation as NPV, but now the equation is solved for r. CF1 CF2 CF3 CFn + + + ... + 0 = CF0+ 1 2 3 (1+r) (1+r) (1+r) (1+r)n The capital investment is the sum of the fixed capital costs of design, equipment purchase, installation and commissioning, costs of working capital, licenses, training, and financing. Operating costs, if different from existing conditions, will need to be calculated. It may be that operating costs are reduced as a 83 result of the change. In this case it should be accounted for in the evaluation as an ongoing savings. policy of the country or the company, some issues may have a higher priority than others. 4.5 Environmental Evaluation The objective of the environmental evaluation is to determine the positive and negative environmental impacts of the proposed Cleaner Production option. In many cases the environmental advantages are obvious: a net reduction in toxicity and/ or quantity of wastes or emissions. In other cases it may be necessary to evaluate whether an increase in electricity consumption, for instance, would outweigh the environmental advantages of reducing the consumption of materials. For a good environmental evaluation, the following information is needed: 4.5 Select Viable Options The most promising options must be selected in close collaboration with the management of the company. A comparative ranking analysis may be used to prioritise opportunities for implementation. The concept of such a method is shown below in Table 4. An option can be assigned scores, say from 1 to 10, based on its performance against a set of evaluation criteria. By multiplying each score by a relative weight assigned to each criterion, a final score can be arrived at. The options with the highest scores will probably be best suited for implementation. However, the results of this analysis should not be blindly accepted. Instead, they should form a starting point for a discussion. All simple, cost-free and lowcost opportunities should of course be implemented as soon as possible. • • • • • Changes in amount and toxicity of wastes or emissions. Changes in energy consumption. Changes in material consumption. Changes in degradability of the wastes or emissions. Changes in the extent to which renewable raw materials are used. • Changes in the reusability of waste streams and emissions. • Changes in the environmental impacts of the product. 4 Implementation and Continuation The objective of the last phase of the assessment is to ensure that the selected options are implemented, and that the resulting reductions in resource consumption and waste generation are monitored continuously. In many cases it will be impossible to collect all the data necessary for a good environmental evaluation. In such cases a qualified assessment will have to be made on the basis of the existing information. Given the wide range of environmental issues, it will probably be necessary to prioritise those issues of greatest concern. In line with the national environmental 4.6 Prepare an Implementation Plan To ensure implementation of the selected options, an action plan should be developed, detailing: Table 4 Example of a weighted sum method for evaluating alternative options [CECP, 2001]. Evaluation criterion Weight Score* Option A Option B Option C score weighed score score weighed score score weighed score Reduced hazardous waste treatment 3 +3 9 +2 6 +3 9 Reduced wastewater treatment costs 3 +1 3 0 0 +2 6 Reduced amount of solid waste 3 +3 9 +2 6 +3 9 Reduced exposure to chemicals 2 +3 6 0 0 -1 -2 Reduced amount of water consumption 1 +1 1 0 0 +2 2 Reduced odours problems 1 0 0 -1 -1 0 0 Reduced noise problems 1 -2 -2 0 0 0 0 Easy to install and maintain 3 -1 -3 -1 -3 +1 3 Weighted sum 23 8 27 -3 = lowest rank, 0 = no change, +3 = highest rank (preferred) 84 cleaner production assessment 4 Case Study 4 Environmental Monitoring in an Iron and Steal Manufacturing Plant Implemented as Part of a World Bank Project Air emissions should be monitored continuously after the air pollution control device for particulate matter (or alternatively an opacity level of less than 10%) and annually for sulphur oxides, nitrogen oxides (with regular monitoring of sulphur in the ores) and fluoride. Wastewater discharges should be monitored daily for the listed parameters, except for metals, which should be monitored at least on a quarterly basis. Frequent sampling may be required during startup and upset conditions. Source: The World Bank Group, 1999. mental management system or a total environmental quality management approach. An environmental management system provides a decision-making structure and action plan to support continuous environmental improvements, such as the implementation of Cleaner Production. If a company has already established an environmental management system, the Cleaner Production assessment can be an effective tool for focusing attention on specific environmental problems. If, on the other hand, the company establishes a Cleaner Production assessment first, this can provide the foundations of an environmental management system. Study Questions 1. Describe the Cleaner Production assessment methodology of UNEP/UNIDO. 2. How may the implementation of Cleaner Production assessment methodologies in companies give environmental and economic benefits? 3. Which company specialists should be included in a project team for the analysis and review of present practices and development of Cleaner Production initiatives? Which questions should first be considered? Determine the sources of information. 4. What does the material balance mean? 5. How is it possible to accomplish a Cleaner Production programme in a company? Give some examples of good housekeeping in companies, product changes and so on. 6. In which way may the environmental, economic and technical effectiveness of a project be evaluated? Write the formula for calculating the NPV and other methods of evaluation. 7. What should be included in an action plan for Cleaner Production implementation? Internet Resources Centre of Excellence in Cleaner Production (CEPE) cleanerproduction.curtin.edu The University of Queensland, Australia, School of Geography, Planning, Architecture – Cleaner Production Programme Abbreviations gpa.uq.edu/CleanProd/ DEPA EMS EPA IRR NPV NSW PPAH New South Wales Department of State and Regional Development – Cleaner Production in Small Businesses Danish Environmental Protection Authority. Environmental Management System. Environmental Protection Authority. Internal Rate of Return. Net Present Value. New South Wales. Pollution Prevention and Abatement Handbook, The World Bank Group. UNEP United Nations Environment Programme. UNIDO United Nations Industrial Development Organisation. smallbiz.nsw.gov/smallbusiness/ Technology+in+Business/Cleaner+Production/ United Nations Industrial Development Organisation (UNIDO) unido/ The International Institute for Industrial Environmental Economics at Lund University iiiee.lu/ United Nations Environment Programme Division of Technology, Industry, and Economics (UNEP DTIE) – CP Assessment in Industries uneptie/PC/cp/understanding_cp/cp_ industries 86 cleaner production assessment 4
1 cleaner production assessment
Course: Civil Engineering (CE)
University: Anna University
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