Sustainable Practices for BC Winery Hospitality Winery Hospitality...Jodie Hopper, Sumac Ridge Estate Winery Pilot Project Participants: Andy Lee, ... RETScreen International Clean

Sustainable Practices for BC Winery Hospitality

Condensed GuidebookFebruary 2016

Copyright

Copyright 2016, BC Wine Grape Council. All rights reserved. No part of the technical portion ofthis publication may be added to, deleted, reproduced, stored in a retrieval system, or transmitted, inany form or by any means whatsoever, without prior permission from the BC Wine Grape Council.

ACKNOWLEDGEMENTS

Research, Writing and Editing

Kellie Garcia, Insight Environmental Consulting Ltd.José Garcia, Insight Environmental Consulting Ltd.

Contributors and Reviewers

Members of the BCWGC Sustainable Practices Committee

CHAIR: Gary Strachan, Strachan ConsultingMuriel Allen, Tinhorn Creek VineyardsHans Buchler, Chair, BCWGC

Jennifer Busmann, Nk’Mip CellarsLisa Baxter, Hillside Estate WineryJodie Hopper, Sumac Ridge Estate Winery

Pilot Project Participants:

Andy Lee, Mission Hill Family EstateDarryl Brooker, Cedar Creek Estate WineryDavid Ledderhof, Quails’ Gate Winery

Jane Hatch, Tantalus VineyardsKerri McNolty, Burrowing Owl Estate Winery

Funders

This publication was funded in part by the Investment Agriculture Foundation of B.C. throughprograms it delivers on behalf of Agriculture and Agri-Food Canada and the B.C. Ministry ofAgriculture.

Disclaimer: Agriculture and Agri-Food Canada, the B.C. Ministry of Agriculture and the InvestmentAgriculture Foundation of BC, are pleased to participate in the production of this publication. Weare committed to working with our industry partners to address issues of importance to theagriculture and agri-food industry in British Columbia. Opinions expressed in this publication arethose of the BCWGC and not necessarily those of the Investment Agriculture Foundation, the B.C.Ministry of Agriculture or Agriculture and Agri-Food Canada.

Funding for this publication also provided by:

TABLE OF CONTENTS | Page T-1

TABLE OF CONTENTS

CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATIONIntroduction ............................................................................................................................ 1-1

Creating a Sustainability Mission Statement .......................................................................... 1-1

1.1. Mission Statement .......................................................................................................................... 1-1

Defining Your Resource Base .................................................................................................. 1-1

1.2. Land Base – Mapping and Description ....................................................................................... 1-2

1.3. Human and Operational Resources ............................................................................................ 1-5

Preparing a Business Plan ....................................................................................................... 1-5

1.4. Business Planning ........................................................................................................................... 1-5

Participating in Other Programs that Contribute to Sustainability ........................................1-7

1.5. Program Participation ................................................................................................................... 1-7

Working with Others to Ensure Success .................................................................................1-7

1.6. Working with Qualified Professionals ......................................................................................... 1-7

1.7. Working with Environmental Organizations .............................................................................. 1-8

CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENTIntroduction ........................................................................................................................... 2-1

Preliminary Considerations .................................................................................................... 2-1

2.1. Team Selection ............................................................................................................................... 2-1

2.2. Green Building Standards and Programs................................................................................... 2-2

Sustainable Sites..................................................................................................................... 2-2

2.3. Site Selection ................................................................................................................................. 2-2

2.4. Natural and Semi-Natural Areas ................................................................................................ 2-4

Resource Conservation ......................................................................................................... 2-4

2.5. New Technologies ......................................................................................................................... 2-4

2.6. Building Materials and Furnishings ............................................................................................. 2-4

2.7. Water .............................................................................................................................................. 2-5

Page T-2 | SUSTAINABLE PRACTICES FOR BC WINERY HOSPITALITY SERVICES | FEBRUARY 2016

2.8. Energy ............................................................................................................................................ 2-5

Waste Reduction ....................................................................................................................2-6

2.9. Wastewater .................................................................................................................................... 2-6

2.10. Solid Waste ..................................................................................................................................... 2-7

Pollution Prevention............................................................................................................... 2-7

2.11. Stormwater ..................................................................................................................................... 2-7

2.12. Erosion and Sedimentation.......................................................................................................... 2-8

2.13. Light Pollution ............................................................................................................................... 2-8

Health and Safety.................................................................................................................. 2-8

2.14. Indoor Air Quality ......................................................................................................................... 2-8

2.15. Equipment Layout and Workflow Design ................................................................................. 2-9

CHAPTER 3 WATER AND WASTEWATER MANAGEMENTIntroduction ........................................................................................................................... 3-1

Setting Up a Water Conservation Program............................................................................ 3-1

3.1. Water and Wastewater Assessment and Planning .................................................................... 3-1

3.2. Training and Incentives ................................................................................................................. 3-2

3.3. Monitoring and Record Keeping................................................................................................. 3-3

Looking at the Big Picture ..................................................................................................... 3-4

3.4. Knowing Your Watershed ............................................................................................................ 3-4

Water Quality ....................................................................................................................... 3-4

3.5. Incoming Water Quality .............................................................................................................. 3-4

3.6. Wastewater Quality ...................................................................................................................... 3-5

Water Conservation ...............................................................................................................3-5

3.7. Reducing Water Use .................................................................................................................... 3-5

3.8. Recycling and Reusing Water ..................................................................................................... 3-6

Wastewater Management ....................................................................................................... 3-7

3.9. Pollution Prevention ......................................................................................................................3-7

3.10. Wastewater Treatment................................................................................................................. 3-8


Surface Water Movement ..................................................................................................... 3-8

3.11 Stormwater Runoff ....................................................................................................................... 3-8

3.12 Drainage ......................................................................................................................................... 3-9

CHAPTER 4 ENERGY EFFICIENCYIntroduction ........................................................................................................................... 4-1

Setting up an Energy Efficiency Program .............................................................................. 4-1

4.1. Energy Use Assessment and Planning ........................................................................................ 4-1



Optimizing Energy Use ......................................................................................................... 4-5

4.4. Purchasing ...................................................................................................................................... 4-5

4.5. Lighting ........................................................................................................................................... 4-6

4.6. Space Heating and Cooling ......................................................................................................... 4-6

4.7. Water Heating ............................................................................................................................... 4-7

4.8. Equipment and Appliances .......................................................................................................... 4-8

4.9. Refrigeration .................................................................................................................................. 4-9

4.10. Food and Beverage Choices ........................................................................................................ 4-9

Alternative Energy ............................................................................................................... 4-10

4.11. Renewable Energy Sources ....................................................................................................... 4-10

4.12. Alternative Fuels .......................................................................................................................... 4-11

4.13. Fuel Efficiency ............................................................................................................................. 4-11

4.14. Responsible Transportation ........................................................................................................ 4-11

CHAPTER 5 HAZARDOUS MATERIALS HANDLINGIntroduction ........................................................................................................................... 5-1

Setting Up a Materials Handling Program ............................................................................. 5-1

5.1. Materials Assessment and Planning ............................................................................................ 5-1




Pollution Prevention/ Source Reduction ................................................................................5-6

5.4. Product Changes .......................................................................................................................... 5-6

5.5. Input Material Changes ............................................................................................................... 5-6

5.6. Technology or Process Changes ................................................................................................. 5-6

5.7. Good Operating Practices ........................................................................................................... 5-6

5.8. Sustainable Purchasing ..................................................................................................................5-7

Handling, Storage and Disposal ............................................................................................. 5-8

5.9. Storage ........................................................................................................................................... 5-8

5.10. Janitorial Supplies ......................................................................................................................... 5-8

5.11. Batteries and Paints .................................................................................................................... 5-10

5.12. Light Ballasts and Bulbs.............................................................................................................. 5-10

5.13. Electronic Waste ......................................................................................................................... 5-10

5.14. Landscaping Chemicals ................................................................................................................ 5-11

5.15. Fuel ................................................................................................................................................. 5-11

5.16. Waste Bin Area Housekeeping ................................................................................................... 5-11


5.17. Employee Safety and Training .................................................................................................... 5-11

5.18. Emergency Response .................................................................................................................. 5-12

CHAPTER 6 SOLID WASTE MANAGEMENTIntroduction ........................................................................................................................... 6-1

Setting Up a Solid Waste Management Program ................................................................... 6-1

6.1. Solid Waste Assessment and Planning........................................................................................ 6-1



Purchasing ..............................................................................................................................6-5

6.4. Sustainable Purchasing ................................................................................................................. 6-5

Operation Waste ................................................................................................................... 6-6


6.5. Food and Beverage ........................................................................................................................6-7

6.6. Glass .................................................................................................................................................6-7

6.7. Wine Closures and Capsules ........................................................................................................6-7

6.8. Pallets and Other Wood Products ..............................................................................................6-7

6.9. Plastics, Cardboard, Paper and Metal ........................................................................................ 6-8

6.10. Restroom Waste ........................................................................................................................... 6-9

6.11. Landscaping Waste ....................................................................................................................... 6-9

CHAPTER 7 SOCIAL SUSTAINABILITYIntroduction ............................................................................................................................7-1

Human Resources ...................................................................................................................7-1

7.1. Staffing and Recruiting ................................................................................................................. 7-1

7.2. Employee Orientation ..................................................................................................................7-3

7.3. Employee Handbook .....................................................................................................................7-5

7.4. Internal Communications .............................................................................................................7-6

7.5. Employee Relations .......................................................................................................................7-6

7.6. Education and Training ................................................................................................................. 7-8

7.7. Health and Safety ..........................................................................................................................7-9

7.8. Succession Planning ......................................................................................................................7-9

7.9. Documentation and Record Keeping ....................................................................................... 7-13

Customer, Neighbour and Community Relations ................................................................ 7-13

7.10. Identifying Potential Concerns .................................................................................................. 7-14

7.11. Outreach and Communication .................................................................................................. 7-14

7.12. Responding to Complaints ......................................................................................................... 7-15

REFERENCES

GLOSSARY


LIST OF TABLES

Table 1-1: Professional that may be consulted in winery hospitality facility design,construction, and operation. ................................................................................................................ 1-8

Table 5-1: The environmental protection hierarchy. ....................................................................... 5-4

Table 5-2: Chemicals to avoid in cleaning products. ...................................................................... 5-9

LIST OF TEMPLATES AND FACT BOXES

Site Plan Example ................................................................................................................................. 1-3

Site Plan Template ................................................................................................................................ 1-4

Site Suitability Checklist ..................................................................................................................... 2-3

Water and Wastewater Assessment Checklist ................................................................................ 3-2

Steps For Completing an Energy Audit: .......................................................................................... 4-2

Questions To Consider In Ongoing Energy Management Assessments:.................................... 4-3

LiveSmartBC: Easy Steps to Save Energy and Money .................................................................. 4-7

RETScreen International Clean Energy Decision Support Centre .............................................. 4-8

Questions To Consider In A Hazardous Materials and Waste Assessment ................................ 5-2

Information to Collect for a Hazardous Materials and Waste Assessment ................................. 5-2

10 Ways to Enhance or Improve Your Sustainable Purchasing Program .................................... 5-8

Material Safety Data Sheets (MSDS) .............................................................................................. 5-9

Workplace Hazardous Materials Information Systems ................................................................. 5-12

Solid Waste Assessment Checklist.................................................................................................... 6-3

Waste Reduction and Recycling Program Checklist...................................................................... 6-4

Questions to Consider In Your Purchasing Practices .................................................................... 6-6

Employee Orientation Checklist ....................................................................................................... 7-4

Steps in the Succession Planning Process .......................................................................................7-10

Components of a Written Succession Plan ..................................................................................... 7-11

CHAPTER 1SETTING YOUR SUSTAINABILITY FOUNDATION

page

Introduction ............................................................................................................................ 1-1

Creating a Sustainability Mission Statement .......................................................................... 1-1

1.1. Mission Statement .......................................................................................................................... 1-1

Defining Your Resource Base .................................................................................................. 1-1

1.2. Land Base – Mapping and Description ....................................................................................... 1-2

1.3. Human and Operational Resources ............................................................................................ 1-5

Preparing a Business Plan ....................................................................................................... 1-5

1.4. Business Planning ........................................................................................................................... 1-5

Participating in Other Programs that Contribute to Sustainability ........................................1-7

1.5. Program Participation ................................................................................................................... 1-7

Working with Others to Ensure Success .................................................................................1-7

1.6. Working with Qualified Professionals ......................................................................................... 1-7

1.7. Working with Environmental Organizations .............................................................................. 1-8

CHAPTER 1 SETTING YOUR SUSTAINABILITY FOUNDATION | Page 1-1

1.0 SETTING YOUR SUSTAINABILITY FOUNDATION

INTRODUCTION

Before embarking on this program you mustfirst understand what sustainability means andhow it relates to winery hospitality services.You also need to collect together informationabout your operation that will provide thefoundation for creating a sustainability missionstatement and completing the other chaptersof this program.

Sustainability is a broad topic that meansdifferent things to different people. Acommon definition of sustainability is“meeting the needs of the present generationwithout compromising the ability of futuregenerations to meet their needs" (TheBrundtland Commission, 1987). Sustainabilityis more than just environmentally-friendly; itintegrates protection of the environment,profitability, and social values. Sustainablewinegrowing reaches from soil to shelf.

It is important to note that implementingsustainable winery hospitality practices andmeasuring results is an ongoing process thatdoes not happen overnight. Sustainability is ajourney of continual improvement rather thanan end point. The Sustainable Practices forBC Winery Hospitality Services self-assessment and guidebook will help you tochoose practices to implement over time andteach you how to monitor and measure theresults of these practices.

CREATING A SUSTAINABILITY

MISSION STATEMENT

A sustainability mission statement considersthe fundamental ideas of how you wish toachieve sustainability of your wineryhospitality services. The mission statement willprovide the framework on which yourmanagement decisions will be based on.

1.1. Mission Statement

A mission statement is a formal, short,written statement of the purpose of acompany or organization. You may alreadyhave a mission statement for your winery thatencompasses hospitality services. If so, you donot need to write a new statement, just makesure that sustainability is incorporated intoyour existing mission statement.

A mission statement typically contains:

1. the purpose of the business ororganization,

2. how this purpose is being filled, and3. the principles and ideals that guide your

work.

DEFINING YOUR RESOURCE BASE

You cannot manage what you don’t measure.Defining your resource base will provide youwith a measurement of where you are now soyou can judge whether you are makingprogress as you work towards becoming moresustainable. Your resource base of is all of the

Page 1-2 | SUSTAINABLE PRACTICES FOR BC WINERY HOSPITALITY SERVICES | FEBRUARY 2016

resources you have available to you to operateand manage your property and business. Itconsists of the land and buildings, the people,and the operational resources.

The intention is to put on paper what youalready know about your winery hospitalityservices to give you perspective on whatyou are managing and help you think ofnew ideas. A clear understanding of yourresource base will also help you to effectivelycommunicate with others involved in youroperations (e.g. auditors, consultants,contractors, employees, emergency firstresponders).

1.2. Land Base – Mapping andDescription

A site plan of your winery hospitality facilitiesand the surrounding land is a necessary andinvaluable component of sustainableoperations. You can use your as-builtdrawings, a topographical or GIS map, a handdrawn map, or a combination of these. Airphotos or orthophotos are also very handy tohave.

If you have existing maps you should try toextract the most pertinent information tocompile on one map that will allow you to seehow things interrelate and thus provide forbetter management opportunities. Yourmapping information will need to be reviewedregularly to ensure that the information iscurrent.

Your site plan should be accompanied by awritten description. Be as detailed as possibleand include the following components:

· Property boundaries· Total hectares of your property· Physical features: roadways,

driveways, buildings, equipmentstorage areas, fences

· Vineyards and other crops, includingfruit trees and vegetable gardens

· Landscaping (e.g. flower gardens,lawns)

· Contours· Seasonal and permanent water

features on site or nearby: streams,drainages, pools

· Drains and wastewater treatmentfacilities

· Water source (if a well or surfacewater)

· Fuel tanks· Hazardous materials storage areas· Areas of erosion or sedimentation

issues· Waste bins/recycling bins· Location of nearest neighbours

The site plan will be helpful when makingdecisions regarding landscaping plant choices,chemical use, and irrigation practices;management of hazardous materials; potentialneighbour concerns; and wastewatermanagement practices. An example site planand a template that you may wish to use areincluded below.


SITE PLAN EXAMPLE


SITE PLAN TEMPLATE


1.3. Human and OperationalResources

List all people who have anything to do withthe management or operations of your wineryhospitality areas. You can list the types ofactivities these people do rather thanlisting their names (e.g. fencing contractor,seasonal worker).

This list will help you ensure that yoursustainable practices are communicated tothose that will be implementing the practicesor whose activities could affect the sustainableoperation of your hospitality areas. Forexample, say you made a significant effort torestore native vegetation along a propertyboundary only to have the fencing contractorbulldoze it because he or she did not recognizeit as valuable habitat. Having the contractorlisted as someone to whom you need tocommunicate your sustainable practices mayhave avoided the situation.

The list may include any or all of the followinggroups of people: family, friends, employees,contractors, stakeholders, neighbours,community members, bankers, agriculturaladvisory committees, agricultural regulators(governmental and private organizations), andenvironmental and conservation groups.Family members and friends should be listedso you can ensure they know how to react incase of an emergency or accident, forexample.

Also list all the operational resources you havethat help you to operate your winery

hospitality services. These can include:financial resources, mechanical resources,equipment and buildings, manuals. You mayalready have a list of equipment andmachinery for insurance purposes.

PREPARING A BUSINESS PLAN

1.4. Business Planning

Any business is highly competitive, and thehospitality industry is no exception. Athorough, accurate and well-researchedbusiness plan is essential to the economicsuccess of your winery hospitality services andwill provide the foundation for yoursustainability program.

A business plan will help you to:

· organize your thoughts, clarify your goals,and measure progress;

· acquire knowledge and collect informationabout your industry, customers, and themarketplace;

· anticipate and avoid obstacles;· communicate your vision, goals, and

strategies be more persuasive to fundingsources; and

· understand the financial aspects of yourbusiness, including cash-flow and break-even requirements.

Elements of a successful business plan arelisted below. Your plan may not need toinclude all of the components.


ELEMENTS OF A SUCCESSFULBUSINESS PLAN(Washington Association of Wine Grape Growers,2006)Title Page· Contact information including name of winery

and name, address, and phone of owner(s)Executive Summary· Purpose of the plan· Description of overall business concept including

mission statement and company history· Product(s) and/or service(s)

· Marketing and sales strategies· Market analysis and description· Organization and personnel

· Financial dataTable of Contents· List of main sections, tables, figures, and

appendices and corresponding page numbersPurpose of Business· What you want to accomplish (i.e. the ultimate

purpose for starting the business )· Mission statement· Goals and objectives· Description of businessDescription of Product(s) and/or Services(s)· Definition and benefits of product(s) and/or

service(s)· Ability to meet demands· Competitive advantages· Description of current position in life cycle· Copyrights, patents and trade secrets· Existing legal agreements· Research and development activitiesMarket Analysis and Strategy· Market research – industry description and

outlook· Distinguishing characteristics and key attributes

of primary and secondary target markets· Barriers to entry into the market· Identification of key competitors and their

strengths and weaknesses· Regulatory environment· Financial standards

· Marketing objectives and strategies· Sales and distributionOrganization, Management and Staffing· Organizational structure including management

personnel, key employees, board, advisorycommittee, professional services, consultants

· Background and experience level of those whowill run the business

· Management skills and professional servicesthat are available in-house and that need to behired or contracted

· Management compensation and incentivesavailable

Milestones and Timelines· Critical dates in the development and operation

of the business· Short-term and long-term plans to reach goals

(e.g. planting schedules, openings, releasedates)

· Barriers or risks and potential solutionsFinancial Information· Start-up and operating expenses· Generated and required cash flow· Funds required and their uses· Financial statements· Methods of financial reportingOperations and Implementation· Description of facilities, production, inventory

control, quality control, capacity, productivity,labour, processes, equipment, supply anddistribution, order fulfillment and customerservice, research and development, financialcontrol, and contingency planning

· Technology plan – software, hardware,telecommunications, personnel

· Operational issues essential to nature andsuccess of your company, provide a distinctcompetitive edge and/or overcome frequentproblems in a business such as yours

Appendices or Exhibits· Resumes of key managers· Pictures of products· Professional references· Market studies· Significant contracts


PARTICIPATING IN OTHER

PROGRAMS THAT CONTRIBUTE TO

SUSTAINABILITY

1.5. Program Participation

Green Restaurant ProgramThe Green Restaurant Association (GRA)provides a transparent certification programto help restaurants become more sustainable.In addition to servicing restaurants across theUnited States, the GRA services restaurantsin Canada.

Seehttp://www.dinegreen.com/restaurants/default.asp for more information.

Green Key Eco-Rating ProgramThe Green Key Eco-Rating Program is avoluntary program that provides recognitionto hotels, motels, and resorts that arecommitted to improving their fiscal andenvironmental performance. The program isadministered entirely online and is open to anylodging property in Canada and the UnitedStates.

Based on the results of a comprehensiveenvironmental audit, hoteliers are awarded a 1to 5 Green Key rating and given guidance onhow to "unlock" opportunities to reduceoperating costs and environmental impacts.

See http://greenkeyglobal.com/ for moreinformation on the program.

Ocean Wise ProgramOcean Wise is a Vancouver Aquariumconservation program created to educate andempower consumers about the issuessurrounding sustainable seafood. Participationis open to any Canadian business thatregularly serves, provides or sells seafood.

See www.oceanwise.ca/ for more information.

Green Tourism CanadaGreen Tourism is a sustainable tourismcertification program. It provides third partyassessment to help operators improve theirperformance, identify cost savings, andhighlight opportunities to market greenachievements to guests.

See www.greentourismcanada.ca/ for moreinformation.

WORKING WITH OTHERS TO

ENSURE SUCCESS

1.6. Working with QualifiedProfessionals

Managing a winery hospitality service is acomplicated job that most often requires inputfrom various professionals at different times inorder to ensure the business is prosperouswhile minimizing its footprint on theenvironment. Table 1-1 provides a list ofprofessionals that you may need to consult foradvice during design, construction oroperation of your hospitality facilities.

http://www.dinegreen.com/restaurants/default.asp

http://www.dinegreen.com/restaurants/default.asp

http://greenkeyglobal.com/

http://www.oceanwise.ca/

http://www.greentourismcanada.ca/


Table 1-1: Professional that may be consulted inwinery hospitality facility design, construction, and

operation.

TYPE ROLEArchitect · Advise on site selection

· Lead the building and landscapedesign

· May specialize in sustainablewinery design

· Identify approvals and permitsrequired

Engineer · Ensure adequate structural designand integrity of buildings

· Advise on energy, water and wasteefficiency

Wineryconsultant

· Advise on space and layout neededto meet goals

· Equipment recommendation andpurchase

· Winery consultant may specializein sustainable building design

Food industryconsultant

· Advise on menu items, foodsourcing, kitchen equipment

Hospitalityconsultant

· Sales and marketing, managingstaff recruitment

Environmental · Conduct environmental surveysand assessments

· Advise on sustainable site selectionand development

· Identify (and apply for)environmental approvals andpermits

· Examples include biologist,geologist, environmental scientist,conservationist

Financial · Help develop financial aspect ofbusiness plan (e.g. start-up andoperating expenses, cash flowprojections, break-even analysis)

· Identify need for and sources oflending

· Examples include lender,accountant, financial planner

Legal · Assist in obtaining approvals andpermits

· Assist in land purchase

1.7. Working with EnvironmentalOrganizations

There are three main types of environmentalorganizations that provide assistance andresources you can use: land trustorganizations, stewardship groups, andconservation organizations.

Land trust organizations help private landowners with stewardship, purchase private landfor conservation and manage conservationcovenants on private land on behalf of theprovince. They work with land owners under astrict code of privacy information. They oftenhelp find funds for landowners to assist withcosts of fencing and restoration.

Stewardship groups encourage private landowners to restore and retain healthy habitat.They usually offer free advice for land owners,but a detailed biological assessment wouldlikely have a fee attached.

Conservation organizations have educationand outreach as their goals.

Web links to environmental groups andresources are included below.

North Okanagan-Shuswap Region

The North Okanagan Resource/HabitatAtlas is a web-based mapping tool that bringstogether a variety of information aboutnatural and cultural attributes and resourcesof the North Okanagan region. The atlas canassist people in creating a profile of theecosystems they interact with. It is available atwww.shim.bc.ca/atlases/nord/index.cfm.

http://www.shim.bc.ca/atlases/nord/index.cfm


The North Okanagan Parks and NaturalAreas Trust is registered to hold andadminister covenants on lands. Thesecovenants can control access to the lands andpreserve them in their natural state inperpetuity. See www.nopnat.com/ for moreinformation.

The mission of the Shuswap EnvironmentalAction Society is to study environmentalissues, inform the public about environmentalproblems and solutions, coordinate activitiesand share information with other local,provincial, and national environmentalorganizations, and take actions to improve ourlocal environment. See http://www.seas.ca/ formore information.

Central and South Okanagan-SimilkameenRegion

The Habitat Atlas for Wildlife at Risk:South Okanagan-Similkameen focuses on32 species considered "at risk" in the SouthOkanagan and Lower Similkameen. It isavailable atwww.env.gov.bc.ca/okanagan/esd/atlas/index.html.

The South Okanagan SimilkameenConservation Program was created toprotect the biodiversity of the Okanagan-Similkameen area, to maintain a viableecological corridor between the deserts to thesouth and the grasslands to the north, and toeffect recovery of endangered species to theextent possible. The program website iswww.soscp.org.

The Okanagan Similkameen ConservationAlliance www.osca.org provides brochures on

species at risk and guidelines designed foragriculture. They are available for free aslaminated posters and cards designed to beposted in work yards and sheds.

The Okanagan Similkameen StewardshipSociety has published many excellent factsheets for land owners over the past 15 years.Many of these are available in print form fromtheir office and all are on their website atwww.okanagansimilkameenstewardship.ca/p/caring-for-your-space.html.

South Coast Region

The South Coast Conservation Programcoordinates and facilitates the implementationof conservation actions to maintain andrestore species and ecosystems at risk on theSouth Coast of BC. The program website iswww.sccp.ca.

Vancouver Island and Gulf Islands

The Garry Oak Ecosystem Recovery Team(GOERT) coordinates efforts to protect andrestore endangered Garry oak and associatedecosystems and the species at risk that inhabitthem. Their website, www.goert.ca, containsextensive information about Garry oakecosystems and how to protect them.

The Islands Trust is a federation ofindependent local governments which plansland use and regulates development in thetrust area. The trust area covers the islandsand waters between the BC mainland andsouthern Vancouver Island, including HoweSound and as far north as Comox. The IslandTrust website, www.islandstrust.bc.ca/,

http://www.nopnat.com/

http://www.seas.ca/

http://www.env.gov.bc.ca/okanagan/esd/atlas/index.html

http://www.soscp.org/

http://www.osca.org/

http://www.okanagansimilkameenstewardship.ca/p/caring-for-your-space.html

http://www.okanagansimilkameenstewardship.ca/p/caring-for-your-space.html

http://www.sccp.ca/

http://www.goert.ca/

http://www.islandstrust.bc.ca/


provides detailed information on coastalecosystems and wildlife.

The Central Saanich Agricultural ResourceAtlas provides a comprehensive overview ofthe land base of the municipality, with aparticular focus on the soils, groundwaterresources and climate factors that influenceagricultural production. Available at:www.centralsaanich.ca/hall/Departments/planning/planning/Agricultural_Resource_Atlas.htm

This CRD Natural Areas Atlas is a web-based mapping tool that facilitates well-informed and responsible land-use decisions.In the Atlas, you will find importantinformation such as the locations of salmonbearing streams, spawning zones, old growthforests, endangered ecosystems, record-sizedtrees and shoreline habitatsIt is available at: https://www.crd.bc.ca/.

All of BC

The Stewardship Centre for British Columbiahas done a great job at pulling togetherprovincial species at risk information on theSpecies at Risk & Local Government: APrimer for British Columbia website locatedat http://www.speciesatrisk.bc.ca/. The websitewill help you to learn about species at risk andthe threats they face, learn which species atrisk are in your area, and search for species atrisk by name or ecosystem type.

http://www.centralsaanich.ca/hall/Departments/planning/planning/Agricultural_Resource_Atlas.htm

http://www.centralsaanich.ca/hall/Departments/planning/planning/Agricultural_Resource_Atlas.htm

http://www.speciesatrisk.bc.ca/

CHAPTER 2BUILDING DESIGN AND SITE DEVELOPMENT

page

Introduction ........................................................................................................................... 2-1

Preliminary Considerations .................................................................................................... 2-1

2.1. Team Selection ............................................................................................................................... 2-1

2.2. Green Building Standards and Programs................................................................................... 2-2

Sustainable Sites..................................................................................................................... 2-2

2.3. Site Selection ................................................................................................................................. 2-2

2.4. Natural and Semi-Natural Areas ................................................................................................ 2-4

Resource Conservation ......................................................................................................... 2-4

2.5. New Technologies ......................................................................................................................... 2-4

2.6. Building Materials and Furnishings ............................................................................................. 2-4

2.7. Water .............................................................................................................................................. 2-5

2.8. Energy ............................................................................................................................................ 2-5

Waste Reduction ....................................................................................................................2-6

2.9. Wastewater .................................................................................................................................... 2-6

2.10. Solid Waste ..................................................................................................................................... 2-7

Pollution Prevention............................................................................................................... 2-7

2.11. Stormwater ..................................................................................................................................... 2-7

2.12. Erosion and Sedimentation.......................................................................................................... 2-8

2.13. Light Pollution ............................................................................................................................... 2-8


2.14. Indoor Air Quality ......................................................................................................................... 2-8

2.15. Equipment Layout and Workflow Design ................................................................................. 2-9

CHAPTER 2 BUILDING DESIGN AND SITE DEVELOPMENT | Page 2-1

2.0 BUILDING DESIGN AND SITE DEVELOPMENT

Note: This chapter focuses on practices that can be implemented during wineryhospitality facility design, construction, renovation or expansion.

Chapter objective: To provide key elementsand principles of sustainable building designand site development that will reduce theecological footprint of the winery hospitalityfacility and improve working environments.

INTRODUCTION

Sustainable building design works to optimizesite potential; to reduce non-renewableenergy consumption, greenhouse gasemissions, raw materials use, waste output andpotable water consumption; and to optimizeoperational and maintenance practices. Inaddition to these benefits, sustainably builtwinery hospitality facilities provide a healthierworking environment that can result in higherproductivity, less absenteeism, and increasedsales.

Many of the practices followed in sustainabledesign incur no added expense and actuallyreturn greater profits because of reducedoperating costs and lower energy and waterbills. Green building design practices can alsoenhance asset value, increase profits, optimizelife cycle economic risk, and reduce liabilityrisk.

The practices contained in this chapter willhelp you to create a functional and sustainablewinery hospitality facility, whether you are

designing it from scratch or expanding orrenovating an existing facility.

PRELIMINARY CONSIDERATIONS

2.1. Team Selection

Do not attempt to design and build yourwinery hospitality facility in isolation. Puttogether a team of professionals to help youdevelop your business plan, identify and obtainapprovals and permits, select the wineryhospitality facility location, and design thebuildings and site.

Ultimately, your team will help you tominimize costs and maximize efficiency ofproduction. They will ensure that you createan efficient, functional, flexible andexpandable operation. Their advice will alsohelp you avoid unnecessary conflicts withgovernment agencies in areas such as taxcompliance, waste disposal and environmentalimpact. Your team may include all or some ofthe professionals listed in Table 1-1 in Section1.6.


2.2. Green Building Standardsand Programs

The Canada Green Building Council(www.cagbc.org) manages several programsrelated to green building technologies,including Leadership in Energy andEnvironmental Design (LEED), LivingBuilding Challenge, WELL Building Standard,and Passive House standard.

Leadership in Energy and EnvironmentalDesignLeadership in Energy and EnvironmentalDesign (LEED) Green Building RatingSystem™ is a third-party certificationprogram and an internationally acceptedbenchmark for the design, construction andoperation of high performance greenbuildings. LEED promotes a whole-buildingapproach to sustainability by recognizingperformance in five key areas of human andenvironmental health: sustainable sitedevelopment, water efficiency, energyefficiency, materials selection, and indoorenvironmental quality. Certification is basedon the total point score achieved. There arefour possible levels of certification: certified,silver, gold and platinum.

WELL Building StandardWELL is the first building standard to focusexclusively on the health and wellness ofpeople in buildings. It combines best practicesin design and construction with evidence-based medical and scientific research –harnessing the built environment as a vehicleto support human health and wellbeing.

Passive House StandardWolfgang Feist from Germany and BoAdamson from Sweden developed theconcept for the Passive Houses standard andthe Passivhaus Institut in Darmstadt,Germany in the early 1990s. The primary goalof Passive House is to minimize the use ofenergy systems in a home. It accomplishes thisgoal by using high-quality levels of insulationwith minimum thermal bridges, an exceptionallevel of air tightness, optimized passive solardesign providing gain in winter and shading insummer, and mechanical ventilation withhighly proficient heat recovery.

Green Globes DesignGreen Globes Design is a guide for integratinggreen design principles and an assessmentprotocol. Using confidential questionnaires foreach stage of project delivery, the programgenerates comprehensive on-line assessmentand guidance reports. The questionnaireconsists of approximately 150 questions,typically of a YES/NO/NA type, that aregrouped broadly under seven areas of buildingenvironmental performance. Seewww.greenglobes.com for more informationon the program.

SUSTAINABLE SITES

2.3. Site Selection

Location is one of the most important designconsiderations. You should consult withindustry professionals and governmentagencies when choosing your site. Aninventory and analysis of the ecological

http://www.cagbc.org/

http://www.passiv.de/

http://www.greenglobes.com/


attributes, geography, cultural and urbancontext, slope, and orientation of the site iscritical to understanding whether or not it willbe suitable for your winery hospitality facility.

Choosing an appropriate site can provide thefollowing benefits:· lower site preparation costs,· lower infrastructure development costs,· opportunities to preserve natural areas,· reduced risk of erosion and flood damage,· improved aesthetic and functional quality

of the winery hospitality facility for bothoccupants and neighbours, and

· lower energy use and air pollution fromvehicles.

SITE SUITABILITY CHECKLIST

What is the zoning of the site?� Do local zoning bylaws limit commercial?� Do zoning bylaws prevent urban

encroachment?� What are the environmental regulations

relating to site development?What are the environmental values of the site?� Is the site natural unmodified habitat?� Does the site have species at risk associated

with the habitat?� How would the site biodiversity be affected by

winery hospitality development?� Has an environmental survey of the site been

conducted by a knowledgeable person? (e.g.environmental consultant, knowledgeable localconservancy group representative) to:� Document potential environmental risks

and the presence of sensitive areas in theproperty.

� Ensure that during development of thesite, damage to existing habitat isminimized.

What are the water rights and water quality forthe property?� Are there available water and/or water rights?

What is the water quality?What is the site history?� Was it used for agricultural purposes or is it

non-arable?� List past irrigation history and systems used.� List past crop and or animal use and

management practices.� List past insecticide, fungicide, herbicide use

and residual carryover potential for eachmaterial.

� Have any fumigants been used at the site?� Was past land use uniform or variable across

the site?� Has the site been levelled, eroded or altered in

any significant way?What is the neighbourhood like?� Identify the land uses adjacent to the main

property.� Are the surrounding land uses compatible with

a winery hospitality operation?� Is the site conducive to attracting visitors to

the winery hospitality facility?� Describe the general geography.� What is the distance to urban centres,

residential properties, schools, etc?� Is there a local market for winery hospitality?What is the site’s proximity to utilities,infrastructure, workforce and suppliers?� Roads� Hydro, water, sewer� Distance to workforce?� Distance to public transportation?� Distance to main suppliers?� Can you make use of existing facilities on the

site?� Is there a vineyard nearby?Is the site big enough?� Large enough for planned facility and for

future expansion?


2.4. Natural and Semi-NaturalAreas

Utilizing a harmonious building-siterelationship in your facility design will enableyou to conserve existing natural areas andrestore damaged areas to provide habitat andpromote biodiversity.

Native areas (e.g. wetlands, aquatic areas,riparian areas, forest and woodlands, andgrasslands) provide the most importantcontribution to biodiversity. Semi-naturalareas (e.g. shelterbelts, hedgerows, fencerows,buffers, and road margins) also contribute tothe conservation of biodiversity.

Damage to natural and semi-natural areas canbe minimized by:· Acknowledging that land preparation

activities, such as clearing and grubbing,have a severe impact on natural areas andnot conducting these activities in sensitiveareas.

· Selecting a suitable building location anddesigning the building with a minimalfootprint to minimize site disruption.

· Setting aside land and leaving orestablishing native plant species on it.Consider entering into a contract with TheLand Conservancy (see Section 1.7).

· Maintaining a buffer with nativevegetation between natural habitat andthe winery hospitality facility wherepossible.

RESOURCE CONSERVATION

The consumption of resources in wineryhospitality, such as water, power and inertgases, can be managed by efficient design,good operating practices, and effectiveprocess control to reduce usage and costs.

2.5. New Technologies

For a winery hospitality service provider tomaintain a competitive edge the designprocess must incorporate appropriate existingtechnologies, as well as ensure there isflexibility to allow the introduction of newtechnologies as they become available (Bailey,Parish, & Baldwin, 2002).

2.6. Building Materials andFurnishings

Consider using building materials that includerecycled content, are extracted andmanufactured within the region, are rapidlyrenewable, and are FSC-certified (seewww.fsccanada.org/).

Rapidly renewable materials are natural, non-petroleum-based building materials that haveharvest cycles under 10 years(GreenBuildings.com, 2011). Typical examplesof rapidly renewable material are bamboo,wool, cotton insulation, agrifiber, naturallinoleum products (such as Marmoleum),wheatboard, strawboard and cork.

Also consider incorporating salvaged materialssuch as beams and posts, flooring, paneling,doors and frames, cabinetry and furniture,brick and decorative items into building

http://www.fsccanada.org/


design. Doing so can reduce environmentalimpacts resulting from extraction andprocessing of new virgin materials andtransportation of materials, and reduce theuse and depletion of finite raw materials andlong-cycle renewable materials.

Before choosing your materials, ensure theyare approved by local building codes.

Include design strategies that minimizepremature deterioration of the walls and roofof your winery hospitality facility and whichare appropriate to the region. Examplesinclude installing shading screens, eaves,overhangs, scuppers, continuous air–barriersystems of appropriate strength and the use ofdrained walls.

When furnishing your hospitality areas, keepto three rules: 1) buy only what you need, 2)choose second-hand when feasible, and 3)purchase the most sustainable productpossible (BC Hydro, 2010). Buying less andbuying used reduces energy, water, rawmaterials and chemicals needed inmanufacture, as well as reduces waste in ourlandfills.

2.7. Water

Before constructing a winery hospitalityfacility you need to make sure that you havesufficient water of the appropriate quality foryour operation. This is critical! Carefullyinvestigate your water source and consult withthe municipality or regional district waterdepartment. Check with your local watershedgroup and health agency to see if there havebeen any issues with water quality or quantity

in the area where you plan to build. If you dofind that the water may not be of adequatequality you may need to install a waterfiltration system.

Key components of water-centric site designis choosing the appropriate plants for yourlandscaping and making sure you have enoughtopsoil available to sustain the plants. Keepyour lawn areas to a minimum and your nativeplants to a maximum.

The irrigation system should be chosen withcare and installed by a certified person. Youmay not need an irrigation system dependingon where you are setting up your winery andwhat plants you are choosing. See Section 3.7for more techniques to reduce your outdoorwater use.

There are many more practices that you cando to reduce your water use - see Chapter 3for details.

2.8. Energy

How you design and construct your buildingswill have a significant impact on your energyconsumption and costs. It is in your bestinterest to put the work and money intoensuring your buildings are designed withenergy efficiency in mind so you can savemoney on your utility bills and reduce theneed for retrofitting.

Consider engaging a commissioning authorityindependent of the design team to:· review the design prior to the construction

documents phase,


· review the construction documents nearcompletion and prior to issuing contractdocuments for construction,

· review the contractor submittals relate tosystems being commissioned,

· provide the owner with a single manualthat contains the information required forre-commissioning building systems, and

· review building operation with Operationsand Maintenance staff.

Make sure to design your hospitality facilitywith meters to measure energy and waterconsumption in different buildings and atdifferent stages of the production process,appropriate insulation of buildings andequipment. See Sections 3.3 and 4.3 for moreinformation on meters.

Also consider the inclusion of non-pollutingand renewable energy sources (e.g. solar, wind,geothermal, low-impact hydro, biomass, andbio-gas).

See Chapter 4 for operational energyefficiency measures.

Daylight and viewsSustainable building design will provide aconnection between indoor spaces and theoutdoors through the introduction of daylightand views into regularly occupied areas of thebuilding. Using daylight to its full advantagewill also contribute to your energy efficiencyefforts and reduce you electricity bill. Day litbuildings can reduce lighting watts by as muchas 66% (Chauncey, 2007).

Strategies to consider include:· building orientation (south facing),· additional windows and skylights or

clerestories,· skylights and solar tubes,· shallow floor plates,· increased building perimeter,· exterior and interior permanent shading

devices,· high performance glazing,· maximize view opportunities by using glass

in roll-up doors and placing skylights insubterranean spaces, and

· use glazing to supply daylighting butcontrol glare.

WASTE REDUCTION

2.9. Wastewater

Your facility design should consider ways toreduce the generation of wastewater as well asinnovative wastewater treatment systems thatwill eliminate or reduce the load to themunicipal system. Consider installing on-sitewastewater treatment systems (mechanical ornatural). The system must be designed andinstalled by a licensed professional and shouldhandle more than what is produced duringpeak flows and more than what is produced ona regular basis (this makes future expansioneasier).

See Chapter 3 for more information onwastewater treatment practices.


2.10. Solid Waste

Sustainable waste management practicesreduce the amount of waste generated fromthe construction and operation of yourhospitality facility, conserve resources, andreduce environmental impacts as they relateto materials manufacturing and transport. The“Reduce, Reuse, Repair and Recycle”principles should be followed.

Practices that contribute to sustainableconstruction waste management include:· establish goals for landfill diversion during

construction,· adopt a construction waste management

plan to achieve these goals,· designate a specific area on construction

site for recycling,· recycle all construction materials that can

be recycled,· identify construction haulers and recyclers

to handle designated materials,· consider reuse of existing buildings to

reduce construction waste, and· track recycling efforts during construction

of your facility.

Allocate adequate space for recyclingcontainers and identify haulers and recyclersto handle your materials. Consider othertechnologies to further enhance the recyclingprogram (e.g. cardboard balers, aluminum cancrushers) in your facility design.

See Chapter 6 for more information on solidwaste management.

POLLUTION PREVENTION

Pollution prevention is reducing or eliminatingwaste at the source by modifying productionprocesses, promoting the use of non-toxic orless-toxic substances, implementingconservation techniques, and re-usingmaterials rather than putting them into thewaste stream (United States EnvironmentalProtection Agency, 2010). Pollutionprevention is also referred to as “sourcereduction”.

In addition to the many environmentalbenefits of pollution prevention, there are alsodirect and indirect cost savings resulting from:· reduction in raw material losses;· reduction in reliance on expensive end-of-

pipe treatment technologies and disposalpractices;

· conservation of energy, water, and rawmaterials; and

· reduction of the potential liabilityassociated with waste generation.

2.11. Stormwater

Your site design should limit the disruptionand pollution of natural water flows byreducing or eliminating stormwater runoff,increasing on-site filtration and eliminatingcontaminants.

Good stormwater management includes:· promoting infiltration,· minimizing impervious surfaces,· reusing stormwater for non-potable uses

such as irrigation and toilet flushing, and


· designing mechanical or natural treatmentsystems such as constructed wetlands,bioswales.

See Chapter 3 for more information onstormwater management.

2.12. Erosion and Sedimentation

Erosion and sedimentation must be controlledduring site development to reduce thepotential for negative impacts on water and airquality.

Your erosion and sedimentation control planshould meet the following objectives:· prevent loss of soil during construction,· protect topsoil by stockpiling for reuse,· prevent sedimentation of storm sewer or

receiving waterbodies, and· prevent polluting the air with dust and

particulate matter.

Erosion and sedimentation control strategiesmay include seeding, mulching, earth dikes,silt fencing, sediment traps and sedimentbasins. Have your building contractor andlandscaper work together during the designand building process, communicating aboutslope issues, drainage, and site and soilconditions. Avoid extensive "cut and fill"grading; existing soil is already compacted andstable, while fill must settle for a period oftime. Even though fill material is mechanicallycompacted during site preparation it doesn’tdrain as well as native slopes. Follow naturalslope contours as much as possible.

Erosion control should also be considered inbuilding and landscape design. Strategies

include planting sturdy groundcovervegetation, using mulch, placing textileblankets on top of the soil underneath a layerof rock, building retaining walls, and usinglarge rocks to protect the soil on slopes.

See Chapter 3 for more information onerosion and sedimentation control.

2.13. Light Pollution

Design considerations that reduce lightpollution will eliminate light trespass from thebuilding and site, improve night sky access andreduce development impact on nocturnalenvironments

HEALTH AND SAFETY

2.14. Indoor Air Quality

Indoor air quality needs to be managed duringthe construction/renovation process as well asfor the life of the building. Preparing aconstruction indoor air quality managementplan and choosing design features thatincrease ventilation effectiveness and reducethe quantity of indoor air contaminants willhelp sustain the comfort and well-being ofconstruction workers and building occupants.

Strategies for managing indoor air qualityinclude:· Prepare a construction indoor air quality

plan.· Test indoor air quality prior to occupancy.· Install a permanent carbon dioxide

monitoring system that provides feedbackon space ventilation performance.


· Design the HVAC system and buildingenvelope to optimize air changeeffectiveness. Strategies includedisplacement ventilation, low-velocityventilation, plug-flow ventilation such asunder floor or near floor delivery, andoperable windows.

· Test air change effectiveness of buildingafter construction.

· Specify low or non-toxic and low-VOC(volatile organic compounds) materials inconstruction documents and ensure thatVOC limits are clearly stated in eachsection of the specifications.

· Specify materials with no added urea-formaldehyde resins.

· Provide product cut sheet, MSD sheets,signed attestations or other officialliterature clearly identifying emissionsrates.

· Choose building materials that aremoisture resistant to inhibit the growth ofbiological contaminants in buildings.

2.15. Equipment Layout andWorkflow Design

Equipment layout and workflow design mustconsider the safety of operating and visitingpersonnel as well as hygiene requirements(Bailey, Parish, & Baldwin, 2002).

CHAPTER 3WATER AND WASTEWATER MANAGEMENT

page

Introduction ........................................................................................................................... 3-1

Setting Up a Water Conservation Program............................................................................ 3-1

3.1. Water and Wastewater Assessment and Planning .................................................................... 3-1



Looking at the Big Picture ..................................................................................................... 3-4

3.4. Knowing Your Watershed ............................................................................................................ 3-4

Water Quality ....................................................................................................................... 3-4

3.5. Incoming Water Quality .............................................................................................................. 3-4

3.6. Wastewater Quality ...................................................................................................................... 3-5

Water Conservation ...............................................................................................................3-5

3.7. Reducing Water Use .................................................................................................................... 3-5

3.8. Recycling and Reusing Water ..................................................................................................... 3-6

Wastewater Management ....................................................................................................... 3-7

3.9. Pollution Prevention ......................................................................................................................3-7

3.10. Wastewater Treatment................................................................................................................. 3-8

Surface Water Movement ..................................................................................................... 3-8

3.11 Stormwater Runoff ....................................................................................................................... 3-8

3.12 Drainage ......................................................................................................................................... 3-9

CHAPTER 3 WATER AND WASTEWATER MANAGEMENT | Page 3-1

3.0 WATER AND WASTEWATER MANAGEMENT

INTRODUCTION

Chapter objective: To provide practices andstrategies to effectively obtain, use, conserve,re-use, and discharge water of high quality.

Hospitality facilities require relatively largeamounts of water and create large amounts ofwastewater as well.

Food services use water for food preparation,cooking and cleaning. Water is used inguestroom areas for bathing and sanitarypurposes. Swimming pools and hot tubsrequire a substantial amount of water whenfilled and ongoing amounts to replace waterlost to evaporation and other losses. Groundsand landscaping can also consume significantamounts of water.

Water use can be greatly reduced by adoptinggood housekeeping procedures, changingproducts used, replacing old equipment withnewer technology, formalizing wasteminimization measures, modifying processes,and educating staff.

Not only will water conservation save water,but in many cases energy use will be reduced,thus having a significant impact on operatingcosts for winery hospitality areas.

SETTING UP A WATER

CONSERVATION PROGRAM

3.1. Water and WastewaterAssessment and Planning

You need a well-laid out plan to achievereductions in water use and wastewatergeneration in your hospitality areas. Anassessment of wastewater volume andcategories and identification of the majorsources of water waste increases the potentialfor saving water by identifying areas wherewater can be conserved, reused or recycled. Italso gives you a clear understanding ofwastewater production so you can look intoways of reducing the volume produced.

Total annual volumes, and peak loads andtiming are both important.

A checklist you can use to complete yourwater and wastewater assessment is includedbelow.


WATER AND WASTEWATER ASSESSMENTCHECKLIST

� How much water is used in each wineryhospitality operation and what is it used for?· Cooling and heating· Sanitary and domestic uses· Cleaning activities· Kitchens· Laundries· Landscaping· Water treatment· Water softener regeneration· Evaporation· Leaks and other losses· Swimming pools, saunas and hot tubs

� What types of process controls are used toimprove water use efficiency?

� How much wastewater is collected and/ordischarged at your winery hospitality facility?· Wastewater sump· Wastewater collection system –

intermediate points· Wastewater reclamation for reuse· Septic system for sanitary wastewater· Stormwater runoff· Process water runoff· Discharge methods

� What are the sources of wastewater generatedat your winery hospitality facility?

� What is the capacity of your wastewatercontainment and discharge?

� What types of housekeeping practices are usedto limit the quantity of wastewater generated?

� Are any of the wastewater streams classified ashazardous? What characteristics make themhazardous?

� What regulatory permits are required for yourwastewater system and discharge?

� What wastewater monitoring and treatment isnecessary to comply with regulations?

Establishing goals and actionsOnce you have completed your assessment,you will need to set overall goals for theprogram. Try to establish quantifiable ratherthan qualitative goals. “To reduce water use by25% per year” is a quantifiable goal, whereas“implementing a significant reduction ofwastewater production to the environment” isa qualitative goal.

The goals of the program should be reviewedperiodically and modified to reflect changes inavailable technology, raw material supplies,environmental regulations and economicclimate.

3.2. Training and Incentives

Program ManagementAssign responsibility for managing the waterconservation program to someone who isfamiliar with the winery and its processes andprocedures. This person can be anyone onstaff who is enthusiastic and interested in thesuccess of the program (i.e. it does not have tobe someone from upper management).Education and training may need to beprovided to the person to ensure he or she canhandle the responsibilities of overseeing theprogram.

The program manager will be responsible fordeveloping and implementing program goals,leading the water and wastewater assessment,and ensuring proper monitoring and recordkeeping is completed.


Getting Company-wide CommitmentInvolving others in water conservationinitiatives is imperative if the practices are tostick. The goal should be to include waterconservation in your company’s culture so itbecomes a way of doing business.

Although the drive for a water conservationprogram may start on the ground floor andmuch of the work may be done by kitchen andfront end staff, housekeepers, and otheremployees, commitment of uppermanagement is very important. Be sure toprovide presentations, fact sheets, and otherinformation to the winery managers andexecutives to ensure they understand theprogram goals, actions, and costs. Someaspects of water conservation need up-frontinvestment that may require executive levelapproval. This approval will be easier to acquireif management is familiar with the programand supports its goals.

Inform staff, contractors and suppliers of yourgoals. Incorporate your goals in your trainingmanuals, purchasing policies, and operatingprocedures. If you have very specific goals andactions that you set for your company,communicate how you plan to accomplishthem and by what date (if applicable). If youdon't have specific goals now, you can simplystate your commitment to continualimprovement in this area.

Encourage input from employees andrecognize staff for contributing to waterconservation. Publish comparative water usefigures from month to month for the sameservice (e.g. wine tasting, accommodations,

food services, events, spa) to keep everyone inthe loop.

3.3. Monitoring and RecordKeeping

Sound water management requires monitoringand recording the amount and quality of waterthe winery hospitality areas take in from wells,municipal systems and surface water, howmuch water is used for each operation, as wellas the volume of wastewater discharged toponds, septic systems, or municipal systems.

Use your Water and Wastewater AssessmentChecklist to guide your record-keeping. Theformat of your records (e.g. Excelspreadsheet, software program, Word tablesfilled out manually) will be up to you and willdepend on your computer literacy andpersonal preference.

When comparing records year-to-year, makenote of the change(s) and explain in a fewsentences why the change(s) may haveoccurred (e.g. repaired leak in irrigationsystem, began recycling grey water,implemented water conservation practices inkitchen). These notes will be invaluable whenlooking back in a few years, and will save youtime in the future by clearly identifying whatmay have caused fluctuations in waterconsumption.

MeteringWater metering provides a visualrepresentation of water consumption and canhelp detect leaks in the system. Metering


usually leads to water conservation efforts,primarily in minimizing water waste.

Flow meters should be installed on wells,pumps; where water enters different areas ofthe winery hospitality facility to trackconsumption of various processes; and wherewastewater leaves your operation. Thefrequency of when you check your meters andrecord volumes will depend on the season (i.e.you will want to monitor more during the busyseason and less during the low season). Besure to do it often enough to trackconsumption and discharge rates and identifyirregular spikes that could indicate a leak inthe system. Make sure that any equipmentyou use is calibrated as necessary to meet themanufacturer’s standards.

Examples of flow meters include(Kennedy/Jenks Consultants, 2008):

Transit-time ultrasonic: Transducers areplaced on opposite sides of a pipe and anultrasonic signal is sent between them. Thesignal moves faster when it travels with theflow than against it; the flow rate can bedetermined from this difference. It is easy toinstall, has low corrosion and maintenanceneeds and is ideal for temporary use.

Electromagnetic (magmeter): Measuresvelocity of flow based on the principle ofelectromagnetic induction. The meter sets upa magnetic field, in which flow of a conductivefluid produces a voltage proportional to thefluid’s velocity. It can be used in any pipe size,either inline or as an insertion. Access mayrequire piping modification, potentiallydisrupting operations.

Area velocity: Uses a submerged sensor(ultrasonic or electromagnetic) to measurevelocity and a fluid depth meter to yield flowvolume. It can be installed in lines with openchannel flow that are gravity-drained, such astrench drains or pipelines and is typically usedwith a data logger.

LOOKING AT THE BIG PICTURE

3.4. Knowing Your Watershed

Your winery is located in a watershed. Awatershed is an area where surface watercaptured by precipitation, filtration and storedwater, drains into the same water source.Watersheds can be large areas that drain intoan ocean or smaller areas that drain into alake. Activities on the land in a watershed canhave both a local environmental impact and animpact downstream. To find out which localwatershed your property is located in, contactyour water purveyor or local government (i.e.municipality or regional district).

WATER QUALITY

3.5. Incoming Water Quality

Water quality is a significant aspect of wineryhospitality services. Water of poor quality cancarry pollutants, pathogens and minerals thatcould negatively impact business. It isimportant to know your water source andunderstand the factors contributing to itsquality. You may access water from a range ofsources, including municipal water through apipe system, surface water from a creek, lake,


or other waterbody, or underground waterfrom a drilled or dug well.

If the water is pumped from a private source,water potability testing should be carried outfrequently. The parameters you test for willvary depending on your situation.

Winery hospitality areas supplied by a waterpurveyor should obtain water quality data fortheir own records.

You may need to pre-treat water if it does notmeet quality standards or wineryrequirements. Examples of pre-treatmentsystems include: carbon filters for the removalof chlorine, particulate filters to removesediment and silt, and softening agents toremove minerals that cause hard water.

3.6. Wastewater Quality

Wastewater from hospitality areas will includesewage and grey water from bathrooms,kitchens and laundries. Wastewater needs tobe treated to remove organic and inorganicmatter which would otherwise cause pollutionand to remove pathogenic (disease causing)organisms that could impact human health. Itis important to test your wastewater to ensureyou are meeting legislative requirements andguidelines for discharge quality.

WATER CONSERVATION

3.7. Reducing Water Use

Restaurant water uses include cleaning,thawing ingredients, food preparation, filling

of glasses and pots, landscaping and operationof restrooms. Guest room water use includescooling towers, laundry facilities,toilets/urinals, showers, sinks, swimming poolsand spas and landscaping.

When water use is reduced throughmaintenance and conservation measures,thousands of dollars a year can be savedthrough lowered utility bills and repair andlife-cycle costs. Water conservation measureswill also reduce the volume of wastewaterproduced at your facility, thus lowering yourdischarge fees if you are on a municipalsystem or extending the life and capacity ofyour on-site septic system.

Some estimates indicate that a 25-30 percentsavings can easily be achieved through waterconservation measures in commercialbuildings.

Toilet flushing contributes to extensive wateruse in commercial buildings. Replacing oldtoilets with higher-efficiency reduces eachflush from 13 litres to 6 litres per flush.Alternatives to traditional toilets include dualflush and composting toilets and waterlessurinals. Be sure to check with yourmunicipality or regional district beforeinstalling composting or waterless urinals tomake sure they are permitted in your area.Also, thoroughly research the available optionsbefore choosing the toilet or urinals for yourestablishment.

Sinks, showers, washing machines,dishwashers, ice makers and HVAC allconsume water in hospitality areas. Installinghigh-efficiency fixtures and appliances,


sensors and automatic controls is a great placeto start with your water conservationmeasures.

Routine preventative maintenance can resultin even more savings through the detectionand repair of leaks.

Swimming pools and saunas are also areaswhere water conservation measures can havean impact on the bottom line. An averageuncovered outdoor pool loses about an inch ofwater a week during the summer because ofevaporation.

Native trees, shrubs and flowers will requireless of your time and money to maintainbecause they are typically better adapted tothe local climate and soil conditions. Theygenerally will require less watering and aremore resistant to local disease and pests thannon-native species.

Sufficient topsoil is fundamental to healthy,lower maintenance plants. Often, valuabletopsoil is removed during site preparation andreplaced with a thin layer of soil (sometimesthe original soil) put on top of clay or otherhard substrate. This situation is not conduciveto deep root growth and long-termestablishment of landscape vegetation.Instead, make sure a sufficient layer of high-quality topsoil is used for your plants.

Choose the most effective, resource efficientirrigation system for your landscaping.Because drip irrigation systems delivermoisture directly to the roots of plants, thereis far less water lost to evaporation and winddrift than with traditional spray irrigation

systems, and there is no risk of accidentallywatering roads, driveways and pathways.Because water is delivered slowly and steadilyto the plants there is less likelihood ofoverwatering, less wastage due to runoff, andless risk of plant disease as a result of poolingwater.

Irrigation systems must be designed andinstalled correctly. You should use a CertifiedIrrigation Designers (CIDs) to help you designand install your system. Visitwww.irrigationbc.com to find a CID.

Once your system is designed and installed itis up to you to make sure it is being used(scheduled) and maintained properly.Irrigation scheduling takes into account thelocation, landscape, soil and irrigation systemoperation parameters. The IIABC provides anonline irrigation calculator that can be used tohelp develop watering times and amounts forlandscape irrigation. See www.irrigationbc.comfor the calculator and instructions on how touse it.

Routine checks of your system will help youmaintain proper functioning and reduce waste.Check your irrigation lines for leaks and lookfor defective emitters and sprinkler heads.

3.8. Recycling and ReusingWater

You may be able to recycle and reuse greywater from hospitality operations for irrigationand toilet flushing (for example). Any waterthat has been used, except water from toilets,is called grey water. Shower, sink, dish, and

http://www.irrigationbc.com/


laundry water typically comprise 50-80% ofgrey water.You may want to consider wash and rinsewater treatment and reclamation systems foryour washing machines and dishwashers.

Runoff from rain and irrigation may also berecycled and reused. You may want toconsider installing rain barrels and cisterns onyour property.

Be sure to check with local regulations beforeinstalling a grey water recycling system. Greywater reuse and recycling may not bepermitted in your area yet, but laws arechanging as awareness about the importanceof this option is increasing.

WASTEWATER MANAGEMENT

3.9. Pollution Prevention

Pollution prevention is reducing or eliminatingwaste at the source by modifying productionprocesses, promoting the use of non-toxic orless-toxic substances, implementingconservation techniques, and re-usingmaterials rather than putting them into thewaste stream (United States EnvironmentalProtection Agency, 2010). Pollutionprevention is also referred to as “sourcereduction”.

In addition to the many environmentalbenefits of pollution prevention, there are alsodirect and indirect cost savings resulting from:· reduction in raw material losses;

· reduction in reliance on expensive end-of-pipe treatment technologies and disposalpractices;

· conservation of energy, water, and rawmaterials; and

· reduction of the potential liabilityassociated with waste generation.

A broad range of pollution preventiontechniques are potentially applicable towineries. Most fit into the following generalcategories.

Production planning and sequencingPlan and sequence production to maximizeraw materials.

Product substitution or eliminationReplace existing products with others thatproduce less waste, or a non-toxic waste.

Good housekeeping and loss preventionConduct preventative maintenance and themanagement of equipment and materials tominimize opportunities for leaks, spills, andevaporative losses. Housekeeping changes tostorage and clean up procedures (e.g. usingdry cleaning methods) can also be effective inreducing waste production.

Process or equipment modificationChange the process, parameters or equipmentused in that process to reduce the amount ofwaste generated.

Proposed process modifications should bediscussed with winemakers, productionpersonnel, maintenance personnel,manufacturers or other experts.


Waste segregation and separationAvoid mixing different types of wastes. If youminimize the number of different constituentsin any given waste stream recovery ortreatment will be easier.

Operating proceduresIncorporate waste minimization measures intoformal written processes and standardoperating procedures (SOPs) for wineryhospitality areas. These may include testing,maintenance, and treatment system operatingprocedures.

Water conservationWater conservation methods will reduce thequantity of wastewater produced, but thelower volume of water may carry acorrespondingly higher concentration oftoxins. However, with more concentratedeffluent, the efficiency of recovery ortreatment may be improved. See Section 3.7for more information regarding waterconservation practices.

Recycling and reuseFor wastes that cannot be reduced at thesource, recycling is the next best option.See Section 3.8 for information on recyclingand reusing water.

Employee education and trainingProvide employees with the information andthe incentive to minimize waste generation intheir daily duties. Employees must understandand support pollution prevention goals. Trainemployees to use equipment and suppliesproperly.

3.10. Wastewater Treatment

Wastes that cannot be reduced at the sourceor recycled should be stored, treated, and/ordisposed of safely to minimize adverse impactson the environment. Wastewater treatmentprocesses include solids separation or settling,anaerobic treatment, and aerobic treatment.Treatment options include wastewater tomunicipal treatment plants or on-sitetreatment systems, or a combination of both.

Problems with wastewater treatment systemsgenerally result from: poor maintenance,system overloading, irregular flow rates,excessive holding times before treatment,and/or inappropriate design.

SURFACE WATER MOVEMENT

Surface water run-off from excess irrigationor precipitation events, can collect and carrypollutants to nearby watercourses and degradewater quality. Pollutants can includepesticides, fertilizers and sediment. A properlydesigned drainage system can go a long way inreducing or preventing negativeenvironmental impacts.

3.11 Stormwater Runoff

Stormwater originates from roofs, paved andnon-paved areas within the winery hospitalityfacility. Unmanaged stormwater flow cansubstantially increase the risk of overloadingthe wastewater storage and treatment system.

Runoff quality degrades as it moves andcollects pollutants, and ends up in surfacewater or groundwater bodies. It may form rills


or gullies on unprotected soil, which can leadto channel and stream bank degradation.

Areas bordering water bodies such as streams,lakes, ponds and wetlands should be protectedfrom pollution by setting up a buffer strip ofundeveloped land, preferably with nativevegetation, between the water body andhuman activity or development.

Look into the feasibility of using separatednon-contaminated stormwater in your wineryhospitality facility. It can be used for externalcleaning or process operations that do not leadto direct contact product, landscape watering,and to dilute winery hospitality wastewaterprior to irrigation.

Make sure to inspect banks along streams forerosion during and after heavy storm events,especially if they are unstable. Any erosionsproblems that are identified should be fixed ona timely basis.

3.12 Drainage

Adequate drainage can help increase soilstrength, control salinity and alkalinity in somecases, and improve nutrient uptake.Significantly higher volumes of precipitationon the BC coast make subsurface drainagenecessary to control saturation of the rootzone, soil compaction, runoff and erosion.Inadequate drainage can lead to flooding,which can lead to increased amounts ofpollutants being washed into water bodies.

CHAPTER 4ENERGY EFFICIENCY

page

Introduction ........................................................................................................................... 4-1

Setting up an Energy Efficiency Program .............................................................................. 4-1

4.1. Energy Use Assessment and Planning ........................................................................................ 4-1



Optimizing Energy Use ......................................................................................................... 4-5

4.4. Purchasing ...................................................................................................................................... 4-5

4.5. Lighting ........................................................................................................................................... 4-6

4.6. Space Heating and Cooling ......................................................................................................... 4-6

4.7. Water Heating ............................................................................................................................... 4-7

4.8. Equipment and Appliances .......................................................................................................... 4-8

4.9. Refrigeration .................................................................................................................................. 4-9

4.10. Food and Beverage Choices ........................................................................................................ 4-9

Alternative Energy ............................................................................................................... 4-10

4.11. Renewable Energy Sources ....................................................................................................... 4-10

4.12. Alternative Fuels .......................................................................................................................... 4-11

4.13. Fuel Efficiency ............................................................................................................................. 4-11

4.14. Responsible Transportation ........................................................................................................ 4-11

CHAPTER 4 ENERGY EFFICIENCY | Page 4-1

4.0 ENERGY EFFICIENCY

Chapter objective:To provide practical information that will helpwinery hospitality services become moreenergy efficient and thus reduce costs andenvironmental impacts.

INTRODUCTION

In British Columbia, energy is produced fromnatural gas, crude oil, hydro, biomass and coal.According to Canada's Energy Outlook: TheReference Case 2006, published by NaturalResources Canada, energy demand isexpected to continue to grow as the Canadianpopulation and economy continue to grow(11% and 43% respectively, by 2020).Coupled with rising energy demand will berising energy costs.

Energy efficiency and conservation are twoeffective ways to help meet our future energyneeds and reduce the necessity and timing fornew energy development.

In addition to changing practices within yourwinery hospitality facility, you can alsoconsider external factors such as materialsourcing (e.g. food, furniture). This hasindirect implications such as transportationemissions and fuel consumption.

Some of the benefits of conserving and usingenergy efficiently are (Council of EnergyMinisters, 2007):

· reduced impacts on the environment aslower energy consumption translates intolower emissions of greenhouse gases(carbon footprint) and other air pollutants;

· prolonging of existing energy sources andinfrastructure by doing more with what wehave. This reduces the need for newconventional energy supplies (oil and gas)and their environmental impact;

· may soften impact of rising energy prices;and

· long-term financial savings due to reduceduse of energy.

This chapter will help you to look at how theprocesses in your operation consume energy,how to use existing technology moreefficiently or upgrade to more efficienttechnology, measure the results of yourefforts, and engage workers to make lastingchanges you can be proud of.

SETTING UP AN ENERGY

EFFICIENCY PROGRAM

4.1. Energy Use Assessment andPlanning

Before embarking on any new program youneed to know where you’re starting from.Knowing where, when and how much energyyou use will be essential to setting goals forthe future.

You should start by doing an energy efficiencyaudit of your operation, conducted by


someone internally or by an outside auditor.The goal is to provide a plan of action that canbe your template for future things toimplement.

There are two kinds of assessments you shouldcomplete for your organization: an initialenergy audit and ongoing energymanagement assessments.

An initial energy audit provides a baseline ofwhere and how energy is being used in yourfacility and where potential savings can bemade. It is completed by doing a walk-throughof your workplace to identify energy use andlosses and potential improvements. The auditcan be completed by you and your staff, or bya professional energy management specialist.

If you decide to conduct an energy audityourself, follow the steps outlined below. Besure you get a breakdown of energyconsumption per hospitality area (e.g.restaurant, lodging, tasting room).

Whoever you designate to conduct yourenergy audit, should have access to energybills so the use information can be logged intoa database. If your utility bill is handled by anaccountant or bookkeeper, for example, youshould make sure the energy usageinformation on the bill is communicated to theperson who looks after energy use.

STEPS FOR COMPLETING ANENERGY AUDIT:(Pembina Institute for Appropriate Development,1999)

1. Assign overall responsibility to one person.· If your operation is large, set up a committee

to help that person.2. Gather and review data, including:· Monthly utility bills for the past year or for a

typical 12-month period· Operating and design manuals of your

equipment· Daily logs and maintenance schedules· Recent system changes and renovations· Any other records that are relevant to energy

useSome utilities provide historical data online thatcan typically be accessed by registered users. Forexample, BC Hydro provides updates of recentelectricity usage, electricity consumption history,billing summary and account balance, plus “PowerSmart” tools to help customers conserve energy.3. Record the following information from your

utility bills:· Electric power costs – current rate structure,

discounts or taxes, demand and consumption· Natural gas costs – current rate structure,

discounts or taxes, amount purchases monthly· Other energy purchased – unit cost, major

usage, amount purchased monthly4. Do a walkthrough of your facility and check

for the following:· Cracks and gaps around doors and windows· Energy losses due to inefficient use of space

or equipment· Equipment maintenance· Operation of furnaces and cleanliness of

filters· Operation of all motors· Lighting layout compared to needs· Operation and settings of thermostats· Operation of meters


QUESTIONS TO CONSIDER INONGOING ENERGY MANAGEMENTASSESSMENTS:

Your ongoing energy management assessmentsshould include asking the following questions on aregular basis as part of your business management:

1. How much did you spend on energy in the lastmonth/quarter/year?· How much energy did you use (kWH) in

the given time period?· Review energy efficiency. Identify areas

for improvement.· Break complex processes into smaller

components. Examine each componentand measure energy consumption ifpossible.

· Are there resources available presentlythat could help operators do this?

2. In what processes was this energy spent?3. What processes or controls do you have in

place to manage energy consumption? Thesecan include:· Meters to determine where energy being

used· Programmable thermostats· Internal energy audit· External energy audit· Energy smart training

Calculating your carbon footprintUsing energy in your winery hospitality areasor driving or flying to meetings and eventsgenerates greenhouse gas emissions, such ascarbon dioxide (CO2). These greenhousegases act like a blanket, trapping heat near theEarth's surface and warming the planet.

Scientists predict that if this warmingcontinues we may be facing potentiallyextreme climate changes—causing more

frequent and intense heat waves, rising sealevels affecting coastal areas, and other seriousimpacts.

Your "carbon footprint" is a measure of yourimpact on the environment, and is related tothe amount of carbon dioxide emitted as aresult of your daily activity. The carbonfootprint is reported in units of tonnes (or kg)of carbon dioxide equivalent.

There are several calculators available onlinethat can be used to calculate the carbonfootprint of your operations.

The International Wine Industry GreenhouseGas Protocol and Accounting Tool wasdeveloped through a partnership between theWine Institute of California, New ZealandWinegrowers, South Africa's IntegratedProduction of Wine program, and theWinemakers' Federation of Australia for useby the global wine industry. The calculator isfree, easy-to-use, wine industry specific andcan be used to measure the carbon footprintsof winery and vineyard operations of all sizes.It is available online atwww.wineinstitute.org/ghgprotocol.

The Pacific Gas and Electric (PG&E)carbon footprint calculator is another toolthat may be useful to you. It is available at:www.pge.com/carbonfootprint/.

The BC Sustainable Energy Association at(www.bcsea.org/solutions/citizens-and-homeowners/calculate-your-carbon-footprint) provides several resources aboutcalculating your carbon footprint andoffsetting.

http://www.wineinstitute.org/ghgprotocol

http://www.pge.com/carbonfootprint/

http://www.bcsea.org/solutions/citizens-and-homeowners/calculate-your-carbon-footprint




Establishing goals and actionsOnce you have completed your assessment,you will need to set overall goals for theprogram. Try to establish quantifiable ratherthan qualitative goals. “To reduce energy useby 25% per year” is a quantifiable goal,whereas “implementing a significant reductionin energy use in order to reduce our carbonfootprint” is a qualitative goal.


Use the self-assessment to identify actionsthat will help you achieve your goals. Writethe actions on your action plan and give each atentative date for completion, starting withthose most easily achievable. Make sure toincorporate pertinent recommendations intothe capital budget.


Program managementAssign responsibility for overseeing the energyconservation program to someone who isfamiliar with winery hospitality and itsprocesses and procedures. This person can beanyone on staff who is enthusiastic andinterested in the success of the program (i.e. itdoes not have to be someone from uppermanagement). Education and training mayneed to be provided to the person to ensurehe or she can handle the responsibilities ofoverseeing the program.

The program manager will be responsible fordeveloping and implementing program goals,ensuring energy conserving practices areimplemented and followed, and ensuringproper monitoring and record keeping iscompleted.

Getting company-wide commitmentInvolving others in the implementation ofenergy efficiency initiatives will be imperativeif the practices are to stick. The goal should beto include energy conservation in yourcompany’s culture so it becomes a way ofdoing business.

Although the drive for an energy efficiencyprogram may start on the ground floor andmuch of the work may be done by kitchen andfront end staff, housekeepers, and otheremployees, commitment of uppermanagement is very important. Be sure toprovide presentations, fact sheets, and otherinformation to the winery managers to ensurethey understand the program goals, actions,and costs. Some aspects of energy efficiencyneed an up-front investment that couldrequire executive level approval. This approvalwill be easier to get if management is familiarwith the program and supports its goals.

Inform staff, contractors and suppliers of yourgoals. Incorporate your goals into your trainingmanuals, purchasing policies, and operatingprocedures. If you have very specific goals andactions that you set for your company,communicate how you plan to accomplishthem and by what date (if applicable). If youdon't have specific goals at the moment, youcan simply state your commitment tocontinual improvement in this area for now.


Encourage input from employees andrecognize staff for energy efficient practices.You may wish to share quarterly reports onenergy consumption with your staff. Forexample, this could be done by posting asimple graph of energy consumption (kWh)for the last quarter compared to the sameperiod the year before.

Another way of introducing changes to yourpractices is to create or updatedocumentation for decision-making. Forexample, having a form with a list of questionsyou want answered before purchasing a pieceof equipment. For instance, how efficient isthis new piece of equipment (e.g. energy starrating), what will be its ongoing energyrequirements?


Your energy efficiency program will provide abaseline of your current energy use (from theaudit), the reduction goals you are targeting,and the actions that will take you there.

Monitoring and record-keeping will providethe means for you to evaluate whether or notyou are reaching your goals. You can obtainyour general electricity consumption fromyour utility bill, but you may also want to keeptrack of internal meter readings, fuelconsumption records. If you do not have aformal system for monitoring and recordingthis information, be sure to create one.

Use the Questions to Consider in OngoingEnergy Management Assessment (Section

4.1) to guide your record-keeping. The formatof your records (e.g. Excel spreadsheet,software program, Word tables filled outmanually) will be up to you and will depend onyour computer literacy and personalpreference.

When comparing records make note ofchange(s) and explain in a few sentences wheythe change(s) may have occurred (e.g.implemented “caulked drafty windows,replaced old furnace with more efficient one).These notes will be invaluable when lookingback and will save you time by clearly identifywhat may have caused fluctuations in energyconsumption.

MeteringPower meters are widely available, in dozens ofconfigurations. You can check total powerconsumption at the street, but with a portablemeter, you can check things such as pumpsand refrigeration.See www.powermeterstore.com forinformation on the types of meters availablefor use.

OPTIMIZING ENERGY USE

4.4. Purchasing

Your purchasing decisions should alwaysconsider the energy efficiency level of theequipment you are considering. Seewww.nrcan.gc.ca/energy/efficiency for moreinformation on energy efficient products.

http://www.nrcan.gc.ca/energy/efficiency


4.5. Lighting

Lighting can be both the highest energy costand the greatest savings opportunity for yourbusiness. On average, lighting consumes 40%of electricity in commercial buildings. Mostconventional lighting also produces heat,which can increase a building's cooling costs byup to 20% (BC Hydro, 2011).

Modern lighting technologies such as CFLsand LED lights consume much less energy andproducts are now largely available that providesimilar, if not better, lighting thanconventional incandescent lights. Some of thebenefits associated with moving to modernlighting technologies may be an improvementin the quality of lighting, a reduction inmaintenance costs due to longer product lifespans, and a reduction in electricity costs.

Helpful Hint: Replacing five 75-wattincandescent light bulbs with 19-watt compactfluorescents (CFLs) can reduce your carbonfootprint by 275 lbs of CO2 per year.

Several other practices, from turning lights offwhen not in use to upgrading your lightingsystem, are included in section 4.5 of the self-assessment.

FortisBC and BC Hydro provide extensiveinformation about energy efficient lighting.BC Hydro also provides an excel tool topredict energy savings through a lightingretrofit – contact them for more informationand to request the tool.

4.6. Space Heating and Cooling

The heating and cooling of buildings is one ofthe leading uses of energy in Canada.Reducing the impact of this necessary activitycan be done in different ways:Heat or cool only those spaces that requireit. Where possible, minimize the space to beheated or cooled -- perhaps some rooms canbe isolated and heated/cooled to differenttemperatures, appropriate for each room.

Widen the range of acceptabletemperatures. If you haven't already done so,consider widening the range of acceptabletemperatures in your building. According toLiveSmartBC, for every one degree you loweryour thermostat, you save two percent onyour heating bill.

Adopt design and construction methodsthat conserve energy. Implement methodsdiscussed in Chapter 2.

Maintain appliances on a regular basis.Furnaces and Heating, Ventilation and AirConditioning (HVAC) systems need to beserviced by a professional on an annual basis toensure safe and efficient performance. Airfilters should also be checked monthly,especially during the winter months, as dirtyair filters can hinder heating performance.

Make upgrades to your existing HVACsystem. A number of energy-saving upgradescan be made to existing HVAC systems: heatrecovery systems, air-side economizercontrols, digital control systems, adjustablespeed drives, and installation of heat pump(geothermal or air-sourced).


When deciding where to invest your money,your local power utility may be able to helpyou figure out what the best "bang for yourbuck" is for your type of building. Most powerutilities have programs that offer incentivesfor switching to more energy-efficienttechnology. For example, FortisBC oftenoffers rebates for HVAC upgrades. Theseupgrades benefit you and the utility as theysave you money in the long run and the utilityprolongs the service life of existinginfrastructure.

LIVESMARTBC: EASY STEPS TO SAVEENERGY AND MONEY(www.livesmartbc.ca)

· By turning your computer and monitor offwhen not in use, you could save $100 peryear.

· You can save 2 per cent on your heating billfor every 1 degree you lower yourthermostat.

· It takes 10 times as much energy to make apiece of paper than it does to copy onto it.

· Recycling a four-foot stack of newspaperssaves the equivalent of one 40-foot firtree.

· CFLs use 75 per cent less energy thanincandescent bulbs and last ten timeslonger.

· Most of computer electricity goes to themonitor – new LCD monitors use 80-90per cent less energy.

· LED signs and holiday lights reduceenergy consumption by 90 per cent andlast 10-25 years longer.

4.7. Water Heating

Using hot water more efficiently is the bestway of reducing energy consumption for thisactivity. This can be accomplished byimplementing some or all of the followingpractices as recommended by BC Hydro.

MaintenancePrevent the build up of sediment, which candegrade performance, by flushing out your hotwater tank on a regular basis according to yourowner’s manual.

InsulationTemperature retention of exposed piping andof older hot water tanks may be improved bywrapping them with insulation. Note that gas-fired hot water tanks should always beinsulated by a heating professional as improperinstallation can create health hazards.

Lower water heater temperature to 60°CReducing the water tank’s temperature willsave energy and reduce mineral build up andcorrosion of the tanks and pipes. Avoidlowering the water temperature below 55ºCto prevent the growth of bacteria in the tank.

High-Efficiency Water Heaters/BoilersIn addition to the conventional storage tankwater heater, there are several other, moreefficient, technologies available.

Solar water heatersSolar hot water technology is durable andcan be used in a variety of locations. It canprovide up to 50% of total hot water needs.As technology improves, this number isexpected to increase.

http://www.livesmartbc.ca/


Natural gas on-demand water heaterNatural gas on-demand water heaters canoffer up to 30% savings versus a standardnatural-gas storage tank water heater. This isbecause water is heated as needed ratherthan heated, stored and maintained at acertain temperature for when it is required(which can be a long time). On-demandelectric water heaters are not recommendedas electric resistance is an expensive way ofgenerating heat.

Condensing water heaterCondensing hot water heaters are the mostefficient tank-based water heater there is. Itrecycles the heat that's normally vented outfrom natural-gas water heaters; therebyreducing energy spent and related costs.

Expert advice will be required when selecting aheater for your particular operation. Youroverall hot water usage will firstly dictatewhether this technology is right for yourneeds, the capacity you need and/or thenumber of on-demand water heaters you'llneed. Make sure to take advantage of thevarious incentives and resources offered bypower utilities when switching to a moreefficient unit.

Some factors to consider when selecting yournew water heater are:· Fuel type, availability and cost - will

have an effect on annual operation costs,size of system and degree of energyefficiency.

· Size – A water heater needs to beproperly sized for the intended use to

supply enough hot water and at the sametime minimize waste.

· Energy efficiency – Different waterheaters will utilize energy at differentlevels of efficiency.

· Costs – Compare the estimated annualoperating costs of the water heaters youhave shortlisted.

RETScreen International Clean EnergyDecision Support Centrehttp://www.nrcan.gc.ca/energy/software-tools/7465

The RETScreen Clean Energy ProjectAnalysis Software is a unique decision supporttool developed with the contribution ofnumerous experts from government, industry,and academia. The software, provided free-of-charge, can be used worldwide to evaluate theenergy production and savings, costs, emissionreductions, financial viability and risk forvarious types of Renewable-energy andEnergy-efficient Technologies (RETs). Thesoftware (available in multiple languages) alsoincludes product, project, hydrology andclimate databases, a detailed user manual, anda case study based college/university-leveltraining course, including an engineering e-textbook.

4.8. Equipment and Appliances

As the business ages and/or production levelschange you may want to consider replacingolder equipment with newer and moreefficient technology. Any replacement shouldbe with modern, energy efficient alternatives.

http://www.nrcan.gc.ca/energy/software-tools/7465

http://www.nrcan.gc.ca/energy/software-tools/7465


Although more efficient technologies mayhave a higher up-front cost, it is important tofactor in the long-term savings.

Make sure older equipment is disposed ofproperly at your nearest recycling facility.

Helpful Hint: FortisBC PowerSense oftenoffers programs to help businesses upgrade oradd new motors to operations, providing theyexceed provincial government standards.

4.9. Refrigeration

Refrigeration systems can be one of theheaviest users of energy in the food andbeverage industry. Depending on the size ofyour business and the amount of refrigerationrequired, choosing high-efficiencyrefrigeration products, operating yourequipment efficiently, and conducting regularmaintenance checks can provide thousands ofdollars in annual savings (BC Hydro, 2011c).

Many of the steps to make your refrigerationmore energy efficient are easy to implement.Setting your operating temperatures andcondensing pressures to optimal levels,installing a strip curtain in walk-ins, reducingthe light intensity in the refrigeration area,and locating your refrigeration systems awayfrom external sources of heat are practicesthat will contribute to efficient operation ofyour existing equipment.

Maintenance activities you should conduct atleast twice a year include (BC Hydro, 2011c):· Keep heat transfer surfaces clean,

especially refrigeration coils.

· Replace any insulation damaged bymoisture.

· Check door seals and weather strippingregularly and repair if needed.

· Inspect mechanical and electricalequipment regularly.

4.10. Food and Beverage Choices

The food you serve at your establishmentinfluences your carbon footprint in at leastthree ways:1. certain foods produce more carbon

emissions than others;2. the way food is produced can increase the

carbon emissions released; and3. the further a food is shipped, the more

carbon fuels are burned in transporting it.

Serving less animal products is one way toreduce your carbon footprint. Meat and dairyproducts are responsible for emissions such asCO2, nitrous oxides and methane – all factorsin global warming. In addition, producing meatrequires more water than poultry orvegetables. For example, producing 1 pound ofbeef, for example, uses up to 29 times morewater than 1 pound of chicken and 50 timesmore water than 1 pound of soybeans.

Buying organic can help you to reduce yourcarbon footprint. Organically produced foodscreate less carbon emissions than those thataren’t. The pesticides and chemicals used innon-organic produce, for example, areproduced in factories that release tons ofcarbon emissions.

Buying your food locally and in season,whenever possible will also help reduce your


carbon footprint. Local food does not have totravel as far and reduces the carbon emissionneeded to transport.

ALTERNATIVE ENERGY

4.11. Renewable Energy Sources

The use of renewable energy reduces yourecological footprint, reduces carbon generatedfrom your business, and can assist inpositioning your business as a moreenvironmentally friendly enterprise.

Renewable energy may come from manysources such as sun, wind, biomass,wastewater, waves or tides, free flowing waterand geoexchange energy.

Geoexchange energyGeoexchange energy is produced by drillingdeep holes and setting up a horizontal orvertical array of pipes to extract or dump heatto/from the earth. This heat exchange systemis then hooked onto the building’s cooling andheating system and can provide significantenergy savings when compared to otherconventional cooling and heating fuels orelectricity.

Earthtubes (earthtubing) are low-tech,sustainable, non-electric, zero-energy passivegeothermal solar heating and solar coolingsystems. If you are going to use earth tubes tocool or heat your winery, you are in somewhatuncharted territory, so do your homeworkcarefully.

Solar energySolar energy can be used to provide electricityin homes or buildings and can also be useddirectly to provide heat. Photovoltaic (PV)solar panels convert solar energy into usefulelectrical energy which can be stored inbatteries. Passive solar systems can be used tocirculate water through a series of pipesengineered to collect solar radiation in theform of heat. This can be set up tocomplement the existing hot water system.Both solar energy systems can provide bigsavings on monthly energy bills.

Wind energyWind turbines generate electricity from thekinetic power of the wind that rotates theblades. Electricity is created with these bladesrotate a central shaft that moves a magneticfield in the generator.

Wind turbines typically have to comply withlocal by-laws and regulations so make sure youcheck with your local government beforeinstalling one.

OffsettingOnce you have calculated your emissions, andhave taken steps to reduce your carbonfootprint (see Section 4.1), you can “offset”your remaining emissions to become carbonneutral by investing in a project that willreduce the same amount of CO2 somewhereelse. Seewww.carboncatalog.org/providers/canada andwww.carbonify.com/finder/offset-tag-companies.htm for a list of carbon providers inCanada.

http://www.carboncatalog.org/providers/canada

http://www.carbonify.com/finder/offset-tag-companies.htm

http://www.carbonify.com/finder/offset-tag-companies.htm


4.12. Alternative Fuels

The term ‘alternative fuels’ refers to non-traditional fuels that pollute less and are, forthe most part, derived from sources otherthan petroleum, some of which are renewableresources.

The Natural Resources Canada (NRC)website has a page on alternative fuels(http://www.nrcan.gc.ca/energy/alternative-fuels/3487) that contains information onalternative fuels, their benefits, safety andperformance information, vehicle and fuelavailability, as well as related research andprograms available.

When replacing older vehicles considermodifications or newer models that make useof alternative fuels such as biodiesel,compressed natural gas, electricity, ethanol,hydrogen, liquefied natural gas or liquefiedpetroleum gas. Preference should be given torenewable fuel sources.

4.13. Fuel Efficiency

As fuel prices spiral upwards, any reduction infuel consumption will have a positive impacton the bottom line of the company in additionto providing benefits for the environment.

Tracking fuel consumption of companyvehicles can help identify and repair/correctthe least fuel efficient models. Reducingengine idling and adhering to the speed limithas been proven to be more fuel efficient. Andlast but not least, optimizing daily routines cango a long way in saving fuel.

4.14. Responsible Transportation

Providing alternative transportation optionswill help to lower energy use and reducepollution and land development impacts fromautomobile use.

Alternative transportation options include, butare not limited to, the following:

· secure bicycle racks and/or storageand convenient shower and changingfacilities;

· high efficiency hybrid or alternativefuel vehicles for employees;

· carpool/vanpool programs foremployees and customers;

· parking capacity sized to meet, but notexceed, minimum local zoningrequirements; and

· preferred parking for high efficiencyvehicles, carpools, van pools and carco-ops.

(http://www.nrcan.gc.ca/energy/alternative-fuels/3487

(http://www.nrcan.gc.ca/energy/alternative-fuels/3487

CHAPTER 5HAZARDOUS MATERIALS HANDLING

Page

Introduction ........................................................................................................................... 5-1

Setting Up a Materials Handling Program ............................................................................. 5-1

5.1. Materials Assessment and Planning ............................................................................................ 5-1



Pollution Prevention/ Source Reduction ................................................................................5-6

5.4. Product Changes .......................................................................................................................... 5-6

5.5. Input Material Changes ............................................................................................................... 5-6

5.6. Technology or Process Changes ................................................................................................. 5-6

5.7. Good Operating Practices ........................................................................................................... 5-6

5.8. Sustainable Purchasing ..................................................................................................................5-7

Handling, Storage and Disposal ............................................................................................. 5-8

5.9. Storage ........................................................................................................................................... 5-8

5.10. Janitorial Supplies ......................................................................................................................... 5-8

5.11. Batteries and Paints .................................................................................................................... 5-10

5.12. Light Ballasts and Bulbs.............................................................................................................. 5-10

5.13. Electronic Waste ......................................................................................................................... 5-10

5.14. Landscaping Chemicals ................................................................................................................ 5-11

5.15. Fuel ................................................................................................................................................. 5-11

5.16. Waste Bin Area Housekeeping ................................................................................................... 5-11


5.17. Employee Safety and Training .................................................................................................... 5-11

5.18. Emergency Response .................................................................................................................. 5-12

CHAPTER 5 HAZARDOUS MATERIALS HANDLING | Page 5-1

5.0 HAZARDOUS MATERIALS HANDLING

Chapter objective: To prevent pollutionthrough sound material handling practices andto reduce or eliminate hazardous materials andwastes from your winery hospitality areas.

INTRODUCTION

Hazardous materials are any materials whosequantity, concentration, or physical orchemical characteristics may pose a hazard tohuman health or the environment. Hazardousmaterials include the following categories:

· Flammable and combustible material· Toxic material· Corrosive material· Oxidizers· Aerosols, and· Compressed gases.

Material handling requires compliance with allfederal, provincial and local regulations. Thischapter does not deal with the regulatoryrequirements governing hazardous materialshandling, but rather focuses on practices thatwill help you to systematically and properlymanage the hazardous materials and waste foryour winery hospitality areas.

SETTING UP A MATERIALS

HANDLING PROGRAM

5.1. Materials Assessment andPlanning

You will need a plan to achieve successfulmaterial handling for your winery hospitalityareas. A hazardous material handling programwill help you comply with regulations, improveworker health and safety, prevent pollution,and inventory the types and quantities ofmaterials used in the hospitality areas.

The purpose of the assessment phase is todevelop a comprehensive set of wasteminimization options, and to identify theoptions that deserve more detailed analysis.You should begin the assessment by collectingand compiling all the data you need tounderstand how and where hazardousmaterials are used for winery hospitality andwhat your current waste managementpractices are.


QUESTIONS TO CONSIDER IN AHAZARDOUS MATERIALS ANDWASTE ASSESSMENT· What are the hazardous waste streams

generated from winery hospitality areas?How much is generated by each stream?

· Which processes or operations do thesehazardous waste streams come from?

· What makes them hazardous?· What are the input hazardous materials?· How much of a particular hazardous

material enters each waste stream?· How much of a raw material can be

accounted for through fugitive losses (i.e.leaks)?

· How efficient is the process or operation?· Are unnecessary wastes generated by

mixing otherwise recyclable hazardouswastes with other process wastes?

· What types of housekeeping practices areused to limit the quantity of wastesgenerated?

· What types of process controls are used toimprove process efficiency?

INFORMATION TO COLLECT FOR AHAZARDOUS MATERIALS ANDWASTE ASSESSMENT(US Environmental Protection Agency, 1988)Design Information· Process flow diagram(s)· Material and heat balances (both design

balances and actual balances) for productionprocesses and pollution control processes

· Operating manuals and process descriptions· Equipment lists· Equipment specifications and data sheets· Piping and instrument diagrams· Plot and elevation plans· Equipment layouts and work flow diagrams

Environmental Information· Hazardous waste manifests· Biennial hazardous waste reports· Waste analyses· Environmental audit reports· Permits and/or permit applications

Raw Material/Production Information· Product composition and batch sheets· Material application diagrams· Material safety data sheets· Product and raw material inventory records· Records of hazardous material receipts,

volumes, and use· Operator data logs· Operating procedures· Production schedules

Economic Information· Waste treatment and disposal costs· Product, utility and raw material costs· Operating and maintenance costs· Departmental cost accounting reports

Other Information· Company environmental policy statements· Standard operating procedures· Organization charts


Prioritizing Hazardous Waste Streamsand/or Operations to Assess

Although your eventual aim will be to assess allhazardous waste streams, prioritization ofcertain streams to assess is often necessarywhen available funds and personnel arelimited.

Typical considerations for prioritizinghazardous waste streams to asses include (USEnvironmental Protection Agency, 1988):

· Compliance with current and futureregulations

· Costs of waste management(treatment and disposal)

· Potential environmental and safetyliability

· Quantity of waste· Hazardous properties of waste

(including toxicity, flammability,corrosivity, and reactivity)

· Other safety hazards to employees· Potential for (or ease of) minimization· Potential for removing bottlenecks in

production or waste treatment· Available budget for waste

minimization assessment and projects

Consider using outside people to help youconduct your assessment. They can bring awide variety of experience and expertise thatmay be lacking in smaller companies who maynot have in-house expertise in the relevantwaste minimization techniques andtechnologies.

Identifying OptionsTable 5-1 shows a hierarchy of wastemanagement and provides examples for eachactivity. The hierarchy demonstrates thedesirability of pollution prevention (also knownas source reduction) as the preferred means ofminimizing waste.

Pollution prevention, also known as P2, isabout avoiding the creation of pollution andwaste, rather than trying to clean it up ormanage it after the fact.

Pollution prevention techniques and practices(further discussed in Sections 5.4 to 5.8)generally focus on the following areas(Environment Canada, 2010):

· substances of concern;· efficient use and conservation of

natural resources;· material substitution;· product design/product reformulation;· process changes;· reuse and recycling on-site;· training;· purchasing techniques;· equipment modifications; and· operating efficiencies/clean

production

Recycling techniques allow hazardousmaterials to be put to a beneficial use.Recycling activities may be performed onsiteor at an offsite facility designed to recyclewaste. Most, if not all, recycling of hazardouswaste generated from winery hospitality willneed to be done offsite.


Table 5-1: The environmental protection hierarchy.

ACTIVITY EXAMPLE

Product Changes orImprovements

· Replace environmentally-harmful product withenvironmentally-responsible product

· Redesign or reformulate product to make moreenvironmentally-responsible throughout life cycle e.g. extendproduct life, design for reuse

Process or TechnologyImprovements

· Redesign process or change technology, to make more efficientuse of materials or to avoid/minimize generation ofpollutants/waste

Input or Raw MaterialChanges

· Minimize raw material use· Minimize water use· Minimize energy use· Change purchasing practices/specifications to substitute

environmentally-preferable materials (including less toxicsubstances)

Operating Improvements · Optimize operating efficiency, scheduling· Improve maintenance procedures· Change inventory/purchasing practices to reduce waste· Improve housekeeping practices· Avoid/minimize losses/leaks/spills

Reuse or Recycling(possibly preceded bycontrol or containment*)

· Reuse materials on-site· Close process loops· Recycle materials on-site· Off-site reuse of waste/by-product materials· Waste exchange· Off-site recycling, reprocessing, material recovery, reclamation

Waste-to-Energy · Combustion of wastes/by-products for energy value, e.g.municipal waste incineration, landfill gas power generation

Treatment or Destruction(possibly preceded bycontrol or containment*)

· Biological treatment, including municipal sewage treatment· Physical treatment· Chemical treatment, e.g. neutralization, stabilization

Disposal (possiblypreceded by control orcontainment*)

· Secure disposal, storage, encapsulation· Landfill

Reclamation or Mitigation · Site/soil remediation· Ecosystem restoration· Impact mitigation, increased health care requirements

*e.g. precipitation, scrubbing, baghouses, cycloning, screening, settling, filtration, dewatering,berming, shrouding, sumps, on-site spill cleanup.Adapted from: (Environment Canada, 2010)

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Establishing goals and actionsOnce you have completed your assessment,you will need to set overall goals for theprogram. Try to establish quantifiable ratherthan qualitative goals. “To reduce hazardouswaste by 5% per year” is a quantifiable goal,whereas “implementing a significant reductionof toxic substance emissions into theenvironment” is a qualitative goal.




Program managementAssign responsibility for managing thematerials handling program to someone who isfamiliar with the winery and its processes andprocedures. This person can be anyone onstaff who is enthusiastic and interested in thesuccess of the program (i.e. it does not have tobe someone from upper management).Education and training may need to beprovided to the person to ensure he or she canhandle the responsibilities of overseeing theprogram.

The program manager will be responsible fordeveloping and implementing program goals,leading the hazardous waste assessment, andensuring proper monitoring and recordkeeping is completed.

Getting company-wide commitmentInvolving others in the implementation ofhazardous materials handling and wastemanagement initiatives will be imperative ifthe practices are to stick. The goal should beto include proper handling and disposal ofhazardous wastes in your company’s culture soit becomes a way of doing business.

Although the drive for a hazardous materialsprogram may start on the ground floor andmuch of the work may be done by kitchen andfront end staff, housekeepers, and otheremployees, commitment of uppermanagement is very important. Be sure toprovide presentations, fact sheets, and otherinformation to the winery managers andexecutives to ensure they understand theprogram goals, actions, and costs.


Recognize employees for improving materialhandling and finding alternatives to hazardousmaterials or for hazardous waste disposal.



Measuring hazardous waste streams andcompositions is something that should bedone periodically. By tracking wastes, seasonalvariations or single large waste streams can bedistinguished from continual, constantstreams.

Use the Information to Collect for aHazardous Materials and Waste Assessmentchecklist (Section 5.1) to guide your record-keeping. The format of your records (e.g.Excel spreadsheet, software program, Wordtables filled out manually) is up to you and willdepend on your computer literacy andpersonal preference.

When comparing records, make note of anychange(s) and explain in a few sentences whythe change occurred (e.g. implementedpurchasing policy). These notes will beinvaluable when looking back and will save youtime by clearly identifying what may havecaused fluctuations in hazardous wastegeneration. Review and amend yourmonitoring program regularly to allow forchanges in service levels and scale.

POLLUTION PREVENTION/SOURCE REDUCTION

5.4. Product Changes

Product changes are performed by themanufacturer of a product with the intent ofreducing waste resulting from a product’s use.Product changes include substitution,

conservation, and changes in composition. Youcan encourage your suppliers to make changesto the products they sell you to make themless toxic.

5.5. Input Material Changes

Some commercially available products containtoxic ingredients, as indicated by warninglabels. Once those products leave the wineryhospitality facility through drain pipes or ingarbage bags, they can be released into watersystems or leach into soil. Input materialchanges accomplish waste minimization byreducing or eliminating the hazardousmaterials that enter the production process.Input material changes include materialpurification and material substitution.

5.6. Technology or ProcessChanges

Technology changes are oriented towardprocess and equipment modifications toreduce waste. After an analysis of a process, itmay be decided that one or more steps couldbe reconfigured, reduced or eliminatedwithout compromising the integrity of theproduct.

5.7. Good Operating Practices

Good operating practices are procedural,administrative or institutional measures thatwinery hospitality can use to minimizehazardous waste. These practices may include:· waste minimization programs,· management and personnel practices (e.g.

employee training, incentives andbonuses),


· material handling and inventory practices(e.g. programs to reduce loss of inputmaterials due to mishandling, expire shelflife, and improper storage conditions),

· loss prevention (i.e. avoiding leaks andspills),

· waste segregation (i.e. preventing themixing of hazardous and nonhazardouswastes),

· production scheduling (e.g. judiciousscheduling of production to minimizefrequency of equipment cleaning), and

· purchasing practices that reducehazardous waste (see Section 5.8).

5.8. Sustainable Purchasing

Sustainable purchasing is the process by whichan organization buys goods and services takinginto account not only the economic value formoney (price, quality, availability,functionality) but also the environmental,social, and ethical impacts of these goods andservices.

For example, sustainable purchasing ofproducts considers (BuySmart Network,2010):· whether the purchase needs to be made,· what the product is made from and how

long it lasts,· the energy, material, and emissions

"footprints" associated with itsmanufacture and transport,

· who made it, how it is made, and underwhat working conditions, and

· how it will ultimately be disposed of.

Reducing the amounts of hazardous materialsused for winery hospitality through sustainablepurchasing practices can bring financial,management, environmental and socio-economic benefits.

Financial benefits include: reduces directcosts, enhances image and brand, easesregulatory burden, and improves access tocapital

Management benefits include: alignment withorganizational values, reduced business risks,improved supply chain management andproduct innovation, and more effective humanresources

Environmental benefits include: reduces andprevents waste, reduces resource use, reducespollutions and toxins, reduces greenhouse gasemissions, and maintains biodiversity

Socio-economic benefits include: developsmarkets for sustainable products, promotesstrong local economy and reducesinfrastructure load and local taxes, supportsvulnerable groups, provides communityservices and reduces public expenditures, andimproves conditions in the developing world.

Internal communication is a very importantcomponent of an effective sustainablepurchasing program. Those responsible foraccounting, receiving, facilities managementand production must all talk to each other sothere is a clear understanding of how suppliesare delivered, how they are used, how muchthey cost, and how much waste is generated.


10 Ways to Enhance or Improve YourSustainable Purchasing Program(BuySmart Network, 2010)

1. Find Allies in your Organization2. Tap Into Key Resources3. Find Ways to Use Less of What You Already

Have4. Make a “Top 10” Sustainability Shopping List5. Take a “Total Cost of Ownership” Approach

to What You Buy (consider direct and indirectcosts across the product life cycle, from rawmaterial to disposal and recycling).

6. Draft a Policy Statement7. Start a Sustainability Conversation with

Current Suppliers8. Choose New Suppliers Committed to

Sustainability9. Set Goals and Track Your Activities10. Communicate and Reward Achievements

HANDLING, STORAGE AND

DISPOSAL

Hazardous wastes produced in wineryhospitality can include waste cleaners,solvents, waste pesticides, oils and lubricants.Special approval may be needed for thedisposal of certain hazardous wastes.

In BC, the Environmental Management Actand the Hazardous Waste Regulation outlinethe legal and regulatory requirements forgenerators, carriers and receivers of hazardouswaste to ensure that they handle, store,transport, treat and dispose of it in a mannerthat is safe for human health and theenvironment.

Wastes can be classified as "hazardous" if theyoriginate from paints, oils, solvents, acids,heavy metal-containing sludges and pesticides.They tend to be corrosive, ignitable,infectious, reactive and toxic, and can harmhuman health and the environment in theshort-term (acute hazard) or over long periodsof time (chronic hazard).

Check with your regional district and/ormunicipality to see what wastes are acceptedat landfills and recycling depots in your region.

5.9. Storage

Potentially hazardous materials and wastesmust be stored in a fashion that preventspollution and maintains a safe workenvironment. All hazardous materials shouldbe stored away from drains and secondarycontainment should be used as needed.Potentially poisonous, corrosive, volatile,flammable or dangerous materials or liquidsmust be stored in structurally sound facilitiesto prevent leaks and spills.

An up-to-date inventory of hazardousmaterials and wastes stored on site should bereadily in case of emergency.

5.10. Janitorial Supplies

Some janitorial products contain chemicalsassociated cancer, reproductive disorders,respiratory ailments, eye or skin irrigation, andother human health issues. They may alsocontain toxic materials that adversely affectplant and animal life, deplete the ozone layer,and accumulate in the environment.


How do you know if a cleaning product issafe?Read The Label - Avoid products that havethe words "Danger", "Poison", or "Warning".When you must use a strong product to getthe job done, protect yourself by wearinggloves & goggles, and be sure that your workarea has plenty of fresh air.Read The Safety Data Sheet - Most labelshave an "800" number to call with questions.The customer service staff can send you aMaterial Safety Data Sheet (MSDS), for theproduct. This sheet explains what is in thecleaner, how these ingredients might harmyou, and how to protect yourself while using it.

MATERIAL SAFETY DATA SHEETS(MSDS)

A material safety data sheet is a technicaldocument that provides detailed andcomprehensive information on a hazardousproduct. The type of information on MSDSincludes: chemical properties, health effectsof acute or chronic exposure, physical hazards,first aid measures, emergency procedures,ways to protect workers at risk of overexposure, and information on storage,handling, use, and disposal. MSDS must bereadily available to workers who may beexposed to the hazardous product.

Table 5-2 provides examples of chemicals toavoid in cleaning products.

Table 5-2: Chemicals to avoid in cleaning products.

Chemical Chronic EffectsAcetone Potential reproductive effects, liver &

kidney damage, central nervoussystem depression

AlkylphenolEthoxylates

Hormone disrupter, damages fish

Ammonia/AmmoniumHydroxide

Derived from petroleum and known tocause asthma

2-Butoxyethanol Absorbs through the skin and poisonsblood, liver and kidneys

Chlorine Lung and skin irritant, lethal if ingestedDiethylene GlycolMonobutyl Ether

Kidney damage, central nervoussystem effects

Formaldehyde Affects the neurological connectorsGlycol Ethers Causes nerve damage & infertility, air

contaminantHydrochloric acid Can cause blindnessMonoethanolamine Can damage eyes and skin.

Absorbs through skin; damages blood,liver, kidneys, & developing baby.

Naphthalene Possible carcinogen, damage to GItract, blood, liver, kidney andreproductive system

Phenol Burns the skin, central nervous systemdamage

Phosphoric Acid Can cause blindness and severelydamage skin

Phthalates Hormone disrupter, damages fishPolyethyleneMonophenyl Ether

Endocrine disrupter

Sodium Hydroxide Can cause blindness, harm lungs, andseverely damage skin

SodiumHypochlorite(Bleach)

Irritates the eyes, skin and respiratorytract

Tetrachloroethylene Possible carcinogen, can cause eye andskin burns, severe liver and kidneydamage and damage to developingbaby

Toluene Central nervous system impairment,liver and kidney damage

Triclosan Possible carcinogen, builds up in soil &fish

http://www.westp2net.org/janitorial/tools/ethanolamine.htm


5.11. Batteries and Paints

The Rechargeable Battery RecyclingCorporation recycles nearly all rechargeablebatteries, including Nickel Cadmium (Ni-Cd),Nickel Metal Hydride (Ni-MH), Lithium Ion(Li-ion), Nickel Zinc (Ni-Zn), and SmallSealed Lead (Pb). These batteries arecommonly found in cell phones, power toolsand laptop computers. RBRC collectsbatteries from nearly 20 different retail chainsacross Canada and the US. To find retailersnear you that accept rechargeable batteriesvisit www.call2recycle.org.

Currently there is no province-wide recyclingprogram for alkaline (non-rechargeable)batteries used commonly in flashlights, radiosor children's toys. Retailers who collectalkaline batteries for free recycling includeBest Buy, Future Shop and IKEA.

Product Care manages product stewardshipprograms for hazardous household and specialwaste across Canada. Products included in theBC program are household paint, flammableliquids, pesticides and waste gasoline. Thereare over 100 depots in BC where consumersmay return these products. Find the nearestdepot by calling the RC BC Recycling Hotlineat 1.800.667.4321 or by visitinghttp://productcare.org.

Some communities offer hazardous wastecollection events where small businesses candrop off hazardous waste for little or nocharge. Contact your local municipality orregional district for more information.

5.12. Light Ballasts and Bulbs

Light ballasts manufactured prior to 1980 maycontain polychlorinated biphenyls (PCBs).Some ballasts manufactured between 1979and 1984 used diethylhexylphthalate(DEHP). PCBs and DEHP were used asinsulating agents (oily liquids or waxy solids).They may be found in old electrical equipmentsuch as transformers, capacitors, switches, andballasts.

The adverse health and environmental impactsthese substances can have classify them ashazardous substances. Exposure to PCBs cancause skin disfigurement, nausea, dizziness,eye irritation and bronchitis. Ingestion cancause damage to the digestive system andespecially the liver. Check with yourmunicipality or regional district wastemanagement department for recyclinglocations for ballasts.

CFL bulbs contain mercury. Mercury is anextremely hazardous waste and is a majorhealth concern when it comes in contact withhumans and animals. In humans, mercury cancause brain and kidney damage. Check withyour municipality or regional district wastemanagement department for recyclinglocations for CFL bulbs.

5.13. Electronic Waste

The Electronics Stewardship Agency of BritishColumbia is a not-for-profit program set upby the major producers and retailers ofelectronics in BC. The program is designed toensure that end-of life electronics are divertedfrom the landfill, processed and recycled in a

http://productcare.org/


manner that safeguards the environment,protects worker health and safety, andprevents electronics from being exported todeveloping countries. See www.return-it.ca/electronics for a complete list ofacceptable items and a description of fees.

5.14. Landscaping Chemicals

Pesticides, herbicides, and fungicides used forlandscaping can negatively impact soil, air andwater and can also be dangerous to thoseusing them if not handled properly.

Integrated pest management (IPM) andintegrated weed management (IWM)methods should be used at your wineryhospitality facility. The main goals of IPM areto utilize a variety of management practices toreduce the need for chemicals and, when theyare needed, to use products that are leastdamaging to the plant, non-target organisms,humans and the environment. The main goalsof IWM are to maintain weeds at manageabledensities and to prevent more aggressiveweeds from taking hold. Both programs focuson prevention, with chemical methods as a lastresort.

5.15. Fuel

Appropriate guidelines must be followed whensetting up fuel storage facilities to ensure thatenvironmental and fire safety concerns aremet. Siting and labeling regulations varydepending on sizes of fuel tanks and whetherstorage is aboveground or underground.Disposal of used oil products and the recyclingof used petroleum are subject to regulation.

5.16. Waste Bin AreaHousekeeping

Good housekeeping practices for yourdumpster area are essential to preventingpollution. Waste bins should be placed on animpervious surface (e.g. concrete pad orasphalt) where spills can be contained andcovered to protect from precipitation. If yourdumpsters cannot be covered, you shouldkeep the lids closed to keep water out. Thebins should be regularly inspected for leaks,spills and litter. Post signs near the bins toindicate what can and cannot be disposed of ineach bin and regularly check to make sureemployees are following the signage.

HEALTH AND SAFETY

5.17. Employee Safety andTraining

In addition to existing employee training andorientations (see Chapter 7), make sure toprovide the following:

· WHMIS Training· Material Safety Data Sheets· Material Handling Procedures· Refreshers on Material Handling

http://www.return-it.ca/electronics

http://www.return-it.ca/electronics


WORKPLACE HAZARDOUSMATERIALS INFORMATION SYSTEMS

Workplace Hazardous Materials InformationSystems (WHMIS) is the Canadian standardin place to protect workers from the adverseeffects of hazardous materials.

The system uses labels and material safetydata sheets (MSDSs) that provide specificinformation on handling, storing, and disposingof hazardous materials.

5.18. Emergency Response

An emergency plan outlining steps to be takenin the event of a spill or leak should be postednear the entrance of every facility in whichagri-chemicals are stored. Each emergencyplan should include information on thelocation of emergency and first aidequipment, emergency phone numbers, andclean-up instructions.

The Spill Reporting Regulation of theEnvironmental Management Act outlineswhen spills should be reported to theProvincial Emergency Program at 1-800-663-3456. For example, a spill of a petroleumproduct greater than 100 litres must bereported.

CHAPTER 6SOLID WASTE MANAGEMENT

Table of Contentspage

Introduction ........................................................................................................................... 6-1

Setting Up a Solid Waste Management Program ................................................................... 6-1

6.1. Solid Waste Assessment and Planning........................................................................................ 6-1



Purchasing ..............................................................................................................................6-5

6.4. Sustainable Purchasing ................................................................................................................. 6-5

Operation Waste ................................................................................................................... 6-6

6.5. Food and Beverage ........................................................................................................................6-7

6.6. Glass .................................................................................................................................................6-7

6.7. Wine Closures and Capsules ........................................................................................................6-7

6.8. Pallets and Other Wood Products ..............................................................................................6-7

6.9. Plastics, Cardboard, Paper and Metal ........................................................................................ 6-8

6.10. Restroom Waste ........................................................................................................................... 6-9

6.11. Landscaping Waste ....................................................................................................................... 6-9

CHAPTER 6 SOLID WASTE MANAGEMENT | Page 6-1

6.0 SOLID WASTE MANAGEMENT

INTRODUCTION

Chapter Objective: To help you determinethe types and quantities of solid wastegenerated from your operations, and toimplement practices that promote wasteminimization and segregation together withthe recycling of waste materials.

Solid waste management that includesreduction, reuse, reclamation and recyclinggenerates a multitude of environmental,economic, and social benefits. Wastereduction helps conserve valuable naturalresources, reduces pollution and saves energy.Less waste is created when materials arereused and recycled, extending the life ofexisting landfills and reducing or at leastdelaying the need for new solid wasteprocessing facilities.

Preventing the generation of waste in the firstplace (i.e. source reduction) is the preferredmanagement option. Sustainable purchasingpractices are critical to source reduction.Reusing items by repairing, donating or sellingthem is also a preferred option because noreprocessing is required. Talking to suppliersabout reducing the amount of packaging theyuse, incorporating more recycled content intotheir packaging, and taking back theirpackaging from you will also contribute tosource reduction.

This chapter discusses some of the main solidwaste products from winery hospitality andprovides information on how they can be

reduced, reused or recycled. It will show youhow to complete a solid waste audit andprepare a waste reduction and recyclingprogram.

Please note: the disposal of residual solidsfrom the sanitary and process wastewatersystems are discussed in Chapter 3.

SETTING UP A SOLID WASTE

MANAGEMENT PROGRAM

6.1. Solid Waste Assessment andPlanning

You need to understand the waste stream ofyour winery hospitality areas before you canimplement waste reduction initiatives. A solidwaste assessment looks at your purchasingpractices and the types and quantities of solidwaste generated and disposed by eachoperation in your winery hospitality areas.

The goal of conducting the assessment is tohelp you identify areas in your operationwhere you can implement waste reductionstrategies that will lessen your impact on theenvironment and potentially result in financialsavings through avoidance of unnecessarypurchases, reduction of waste removal costsand maybe even a little revenue generatedfrom recyclables.

The first time you conduct an assessment youmay need to hire an external consultant,unless you have someone in your organization

Page 6-2 | SUSTAINABLE PRACTICES FOR BC WINERIES | MARCH 2010

with ample knowledge of solid wastemanagement. Without properly establishing abaseline of what you generate and how it isdealt with, it will be very difficult to measurethe success of your waste reduction practices.

A checklist that you can use to conduct yoursolid waste assessments is provided below.

Having a waste reduction and recyclingprogram in place that has executive levelcommitment and employee participation willallow you to strategically plan and set annualgoals to reduce, reuse and recycle waste. Yourprogram will help guide decisions on inventory,packaging, procurement and procedures.

A comprehensive and successful wastereduction and recycling program is based onthe principle of “zero waste”, using the 3Rhierarchy as the guiding principle: first reducethen reuse and only then recycle.

Keeping the program simple and convenientwill ensure participation from all employees.

Establishing goals and actionsOnce you have completed your assessment,you will need to set overall goals for theprogram. Try to establish quantifiable ratherthan qualitative goals. “To reduce solid wasteby 5% per year” is a quantifiable goal, whereas“implementing a significant reduction of solidwaste from our operations” is a qualitativegoal.

The goals of the program should be reviewedperiodically and modified to reflect changes inavailable technology, raw material supplies,

environmental regulations and economicclimate.


As you design your program, keep in mind thequestions listed in the Waste Reduction andRecycling Program Checklist.


SOLID WASTE ASSESSMENTCHECKLIST

� List all types of solid waste generated fromyour winery hospitality area(s). Your list mayinclude:

· Additives and packaging· Wine bottles· Wine cartons· Rejected labels and unusable label

glue· Capsules· Tasting room corks and bottling line

broken corks· Paper· Cardboard· Styrofoam· Pallets· High density polyethylene (HDPE)

containers· Stretch wrap and pallet straps· Other plastics· Metals· Food and beverage waste· Aluminum cans· Paper towels· Spent oils, lubricants, batteries, tires· Incandescent and fluorescent bulbs

and ballasts· Fire chemicals from portable fire

extinguisher· Spent propane tanks· Landscape clippings· Electronic waste· Other

� Quantify how much solid waste is generatedby each operation of your winery hospitalityservices.

· Tasting Room· Guest Rooms

· Conference/Meeting Rooms· Spa areas· Janitorial maintenance· Facility maintenance· Lunch Room· Offices· Bathrooms· Grounds maintenance

� Describe what you currently do to reducewaste for each operation.

� Quantify how much solid waste is generatedper customer or guest night.

� Quantify how much solid waste generatedfrom your winery hospitality is reused.

� Quantify how much solid waste generatedfrom your winery hospitality area(s)isrecycled.

� Quantify how much solid waste generatedfrom your winery hospitality area(s) goes tolandfill.

� Identify the costs associated with thecollection, reuse, recycle or disposal of solidwaste.

� List and describe your documentedprotocols and/or operating procedures forhandling and disposal of solid waste.

� List the person or persons responsible foroversee solid waste management for wineryhospitality.

� List the employee training you provideregarding solid waste management.


WASTE REDUCTION ANDRECYCLING PROGRAM CHECKLIST(BC Hydro, 2010a)Reduce� How can we use less?� How can we reduce or eliminate packaging?� How can materials and resources be used

more efficiently?� Are there alternative products that are more

repairable or durable?� Which products have longer shelf life?� How can we save money on disposal and

hauling costs?Reuse� What items can be reused?� Can an item be repaired rather than replaced?� Can an item be reused somewhere else in the

facility?� Can an item be offered to someone else

within or outside of the industry?Recycle� What can be recycled?� Are these recyclables worth anything?� Are the recycling bins accessible to

employees?� What recycling services (drop off and pick up)

are available?� How can I educate all employees about the

recycling program?� What is the best way to get employees to

participate in the recycling program?� Are there any opportunities for recycling or

exchanging materials with other business ororganizations?

Purchasing� Can we reduce the amount of materials and

supplies we purchase?� Can we purchase recycled materials?� Will purchasing in bulk or concentrate reduce

waste and cost?� How green are our suppliers?� Will our suppliers take back packaging, old

equipment and other items.


Program managementAssign responsibility for managing the solidwaste management program to someone whois familiar with the winery and its processesand procedures. This person can be anyone onstaff who is enthusiastic and interested in thesuccess of the program (i.e. it does not have tobe someone from upper management).Education and training may need to beprovided to the person to ensure he or she canhandle the responsibilities of overseeing theprogram.

The program manager will be responsible fordeveloping and implementing program goals,leading the solid waste assessment, andensuring proper monitoring and recordkeeping is completed.

Getting company-wide commitment

Involving others in the implementation of solidwaste management initiatives will beimperative if the practices are to stick. Thegoal should be to include proper handling anddisposal of solid waste in your company’sculture so it becomes a way of doing business.

Although the drive for a solid wastemanagement program may start on theground floor and much of the work may bedone by kitchen and front end staff,housekeepers and other employees,commitment of upper management is veryimportant and hugely beneficial. Be sure toprovide presentations, fact sheets, and otherinformation to the winery managers and


executives to ensure they understand theprogram goals, actions, and costs.


Employee training and refresher trainingshould include information on waste reductionefforts at the winery. Your waste reductionand recycling program goals should be postedwhere workers can see them regularly (e.g. inthe lunchroom).


You should monitor and record wastegeneration throughout the year and use thatinformation to evaluate your current wastereduction strategies, set goals for theupcoming year, and update your wastereduction and recycling program.

Measuring solid waste streams andcompositions is something that should bedone periodically. By tracking wastes, seasonalvariations or single large waste streams can bedistinguished from continual, constantstreams.

Use the Solid Waste Assessment Checklist toguide your record-keeping. The format ofyour records (e.g. Excel spreadsheet, softwareprogram, Word tables filled out manually) willbe up to you and will depend on yourcomputer literacy and personal preference.

When comparing records, make note of thechange(s) and explain in a few sentences whythe change(s) may have occurred. These noteswill be invaluable when looking back and willsave you time by clearly identifying what mayhave caused fluctuations in solid wasteproduction.

PURCHASING

6.4. Sustainable Purchasing

Waste prevention, also known as “sourcereduction” means using fewer materials andresources to get a job done. Waste preventionmethods create less waste in the first place.Reducing what you buy will help to reducepurchasing costs and decrease materials thatwill later need to be recycled or discarded.

Sustainable purchasing involves looking atwhat products are made of, where they comefrom, how they were made and how they aredisposed of (BC Hydro, 2010b).

When choosing your equipment make sure toconsider the technical support that comeswith it (i.e. is there a repair person locallyavailable) and the cost and accessibility ofreplacement parts. Considering these factorswill help you minimize the wastefulness ofthrowing equipment away because it is


cheaper to buy a replacement rather than fixit. It will also help you to save time and money.

QUESTIONS TO CONSIDER IN YOURPURCHASING PRACTICES(BC Hydro, 2010b)

1. Is it necessary to purchase an item in thefirst place and, if so, why?

2. What are your top or priority purchasesand/or suppliers (either by volume ormoney spent)? Develop criteria orspecifications for reducing impacts fromthose goods.

3. Can you purchase products that aredurable, concentrated, reusable, highquality?

4. What is the length of warranty andavailability of repair services for theequipment?

5. Can you invest in technologies thateliminate or decrease the need formaterials?

6. Can you purchase products with fewertoxic materials (e.g. vegetable-based inks,water-based glue, markers and paint)?

7. What products have less packaging?8. Do your suppliers take back packaging and

old equipment? Include this requirementin your purchasing policies.

9. Can you buy Energy Star certifiedproducts?

10. What are the life cycle costs and benefits?What is the timeline for replacement andthe cost of consumable materialsrequired?

11. How can you reduce transportationimpacts?

12. How can your suppliers help you achieveyour sustainability goals?

The following sections provide best practicesfor the dealing with the main types of waste inwinery hospitality. The sections arecategorized into the major waste streams:food and beverage, cleaning and sanitation,landscaping).

OPERATION WASTE

The following materials are recyclable andefforts should be made to efficiently managethis waste (International Organisation of Vineand Wine, 2008):· packaging containers made of glass,

plastic, or plastic-lined paper or metalproducts,

· container seals made of cork, plastic orplastic-coated metal products, and

· outer packaging such as capsules, labels,and cartons made of plastic, metal andpaper-based.

Packaging materials should be minimized whilestill permitting an optimal conservation andpresentation of the product. Work with yoursuppliers to reduce the amount of packagingthat comes with the materials and supplies youorder.

All recyclable material should be delivered tothe nearest recycling depot or arrange for aprivate company to transport it for you.

If you are wondering where to recycle acertain material, make sure to check out theRecycling Council of BC‘s Recyclepedia atwww.rcbc.bc.ca/recyclepedia.

http://www.rcbc.bc.ca/recyclepedia


6.5. Food and Beverage

Composting food waste can help reduce theamount of garbage produced by wineryhospitality services. Food waste should becomposted on-site or taken to anotherlocation where this is possible.

Containers for compost collection should bemade available in lunch rooms and whereverfood and beverages are consumed.

Disposable plastic utensils and Styrofoam cupsshould be avoided whenever possible. Usereusable cups and metal utensils instead. Ifutensils need to be disposable, ensure they arebiodegradable or at least made from recycledmaterial.

6.6. Glass

A glass bottle can take up to a million years tobreak down in a landfill but, in some instances,only about 30 days for it to be recycled andappear on a store shelf as a new glasscontainer. Most glass can be recycledrepeatedly and safely reused with no loss ofquality. It can also be used for creatingdecorative tiles and landscaping material, andto rebuild eroded beaches.

One tonne of recycled glass can help conservea considerable amount of natural resources: asmuch as 1,300 pounds of sand, 410 pounds ofsoda ash; and 380 pounds of limestone bysome estimates (West, 2009).

Ensure glass recycling bins/containers areavailable in high-use areas, and track andrecord the amount of glass recycled per year.

Note: While most glass can be recycled, sometypes of glass cannot (e.g. Pyrex). These needto be disposed of in the regular waste.

6.7. Wine Closures and Capsules

Keeping with the theme of this chapter, thissection does not present the advantages anddisadvantages of different types of closures,but briefly discusses what to do with the smallamount of closure waste associated with yourtasting room or restaurant.

Cork should not be discarded in the garbage asit can be recycled, composted, reused or sold.Aluminum screwcaps can also be recycled.You can also ask your capsule supplier(s) totake back capsules, plastic trays and shippingmaterials.

Tin capsules and plastic capsules can both berecycled.

Ensure closure and capsule recyclingcontainers are available in the bottling roomsand that your employees are aware of yourclosure and capsule recycling procedures.

6.8. Pallets and Other WoodProducts

Do not discard of pallets in the garbage. Askyour pallet supplier(s) to take back woodenpallets for reuse. Repair broken pallets whenpossible. Send unusable pallets to a biomassenergy-generating facility, where possible.Make sure your pallet reuse and recyclingpractices are communicated to staff.


6.9. Plastics, Cardboard, Paperand Metal

Shrink wrap and plasticMillions of tons of fossil fuels are burned everyyear for the creation of new plastic, which areeverywhere in our everyday life, frombeverage bottles, to grocery bags, to productpackaging. Plastics that end up in landfills areincinerated (in some jurisdictions) to savespace. This releases a toxic mix of chemicalsinto the atmosphere.

Fortunately, plastics can be recycled into avariety of products by expending a lot lessenergy than creating new plastic. Recycledplastic can be found in some carpeting,paintbrushes, clothes, industrial strapping,shower stalls, drainpipes, and flowerpots(Professors House, 2007).

To encourage plastics recycling in youroperation, provide recycling bins/containers inhigh-use areas, and track and record theamount of plastic recycled per year. Alsoinform staff about the different plasticrecycling codes (i.e. through posters).

It is good practice to review your operation toidentify ways of reducing plastic waste.

Talk to your suppliers to see if they can useless plastic in their products or take it back forreuse (e.g. packaging).

CardboardThere are a number of good reasons forrecycling cardboard. These include savingtrees, reducing the impact of ozone depletingchemicals and emissions from the

manufacturing of new cardboard, and reducingthe use of plastic or Styrofoam packaging.

To encourage recycling of cardboard at yourfacility make sure cardboard recyclingbins/containers are available in high-use areas,and track and record the amount of cardboardrecycled per year.

To reduce your output of cardboard, reviewyour packaging operation every year toidentify ways of reducing cardboard waste.Talk to your supplier(s) and see if they cantake back their cardboard for reuse or see ifthey can reduce the use of it in their product.

You can also explore alternative uses forcardboard in our operation (e.g. packingmaterial, mulch, vermiculture bedding).

Paper productsUsing both sides of a page and reusing scrappaper (e.g. for rough drafts, internal memos)would be a first step in optimizing the use ofpaper. Electronic means of communicationshould be used when possible.

When buying paper, consider recycled paperas an alternative to conventional paper. Highquality recycled paper can be found thesedays in most office supply stores. The price of30% post consumer paper is now only penniesmore per box than regular paper so at the veryleast the winery should be using that.

According to the Green Press Initiative(www.greenpressinitiative.org), themanufacturing of recycled paper produces38% less green house gases and consumes44% less energy than conventional paper.

http://www.greenpressinitiative.org/


Fewer trees are used, less water is consumedand less waste is produced.

Make paper recycling bins/containers availablein high-use areas such as offices to encouragestaff to recycle. Track and record the amountof paper recycled each year and try to identifyways of reducing waste in the future.

Other options for used paper may includepackaging material, mulch, vermiculturebedding. Make sure to explore these fullybefore proceeding as there may be unforeseenobstacles to its application (i.e. ink).

Labels and label backings should be safe forhumans and the environment, shouldpreferably be made of recycled materials, andshould also be recyclable or biodegradable.

MetalMetals should not be discarded in the garbage.Make sure to have metal recycling containersavailable at points where metal waste isgenerated.

6.10. Restroom Waste

Restroom waste can include paper towel,tissues, shampoo, conditioner and lotionbottles, shower caps and shoe shining kits, andsoap.

6.11. Landscaping Waste

Yard waste, including lawn cuttings andchipped brush, should be composted on sitewhenever possible. Alternatively, it can betaken to the landfill and disposed of in theyard waste section, if available. Some yard

waste can be used as mulch and othercomposted for future use.

CHAPTER 7SOCIAL SUSTAINABILITY

Table of Contentspage

Introduction ............................................................................................................................7-1

Human Resources ...................................................................................................................7-1

7.1. Staffing and Recruiting ................................................................................................................. 7-1

7.2. Employee Orientation ..................................................................................................................7-3

7.3. Employee Handbook .....................................................................................................................7-5

7.4. Internal Communications .............................................................................................................7-6

7.5. Employee Relations .......................................................................................................................7-6

7.6. Education and Training ................................................................................................................. 7-8

7.7. Health and Safety ..........................................................................................................................7-9

7.8. Succession Planning ......................................................................................................................7-9

7.9. Documentation and Record Keeping ....................................................................................... 7-13

Customer, Neighbour and Community Relations ................................................................ 7-13

7.10. Identifying Potential Concerns .................................................................................................. 7-14

7.11. Outreach and Communication .................................................................................................. 7-14

7.12. Responding to Complaints ......................................................................................................... 7-15

CHAPTER 7 SOCIAL SUSTAINABILITY | Page 7-1

7.0 SOCIAL SUSTAINABILITY

Chapter objective: To provide practices thatwill contribute to a positive workingenvironment for you and your employees andenhance your relationship with yourneighbours and community.

INTRODUCTION

Recruiting, training and retaining goodemployees, promoting a safe workenvironment, and building positive employeerelations play a major role in the level ofproductivity, competitiveness, innovation,liability and profitability of your wineryhospitality services.

Implementing sustainable practices for yourwinery hospitality area(s) requires willing,dedicated and skilled employees that feelcommitted to the winery and care about itssuccess. In other words, your employees arecritical to achieving tangible environmentalresults from your sustainable practicesprogram.

Your winery hospitality services can contributeto social equity through job creation, bringingtourism and other revenue to yourcommunity, and educating the public aboutsustainability through winery tours and otherevents.

The better you are at anticipating conflict andeducating and communicating with yourneighbours and community the less likely youand/or your employees will have to spend

valuable time responding to complaints. Agood reputation with your neighbours andcommunity will go a long way - these samepeople could also be your customers!

HUMAN RESOURCES

Whether you have 5 or 75 employees, clear,consistent and documented human resources(HR) policies and practices are fundamentalto maintaining positive employee relations.

7.1. Staffing and Recruiting

Understanding staffing needs and labouravailability

A strategy that analyses your staffing needsfor 2 to 5 years into the future will help youhire the correct number of employees withthe appropriate skills to successfully operatewinery hospitality services. Understandingyour staffing needs will enable you to preparebudgets for wages and salaries, recruitingcosts, and employee education and training.Consider the following questions whendeveloping your staffing strategy:· What type of labour do you need (i.e.

skilled, unskilled or highly skilled; seasonalor permanent)?

· When are your peak periods? When areyour slower periods?

· Do your peak periods coincide withanother local industry and, if so, how willthat affect your potential labour pool?

· Can any of the work be moved to avoidpeak labour demands?


· Are there any major activities in theregion that could affect your ability to getthe right people at the right time?

· Can you accomplish the same amount ofwork with fewer people over a longerperiod of time (i.e. full-time, long-termemployees)?

· Can you round up instead of down for thenumber of employees you need? Forexample, if you determine you haveenough hours and budget for 4.5employees, can you round up to 5employees instead of down to 4?

Flow charts and schedules are useful whenplanning your staffing needs on a long term,annual and seasonal basis.

Standard job description

Clear, concise, and realistic individual job titlesand descriptions will help employeesunderstand what is expected of them andprovide them with a sense of direction.Standard job descriptions will also help toalleviate conflict among staff andmanagement and will ultimately increaseproductivity.

Consider including the following points in yourstandard job descriptions:

· how to complete the job,· why the job must be completed a certain

way,· when the job needs to be completed,· why the job needs to completed within a

specific time frame,· what the job performance expectations

are, and

· what the employment conditions andterms are.

Publish your standard job descriptions in anemployee handbook (see section 7.3). Makesure to update them on an annual basis.

Recruiting

Recruitment is the process of identifying andhiring the best-qualified candidate for a jobvacancy, in a most timely and cost effectivemanner.

Your recruiting methods may differ dependingon whether you are looking for temporary orfull-time employees. You will need to establisha budget for recruiting that is based on yourevaluation of staffing needs.

Examples of recruiting methods include:· relationships with labour contractors or

temp agencies,· word of mouth,· keeping contact information on those

seeking work for use at a later date,· advertising in local and regional

newspapers and industry publications,· advertising on the Internet,· attending job fairs, and· relationships with community colleges or

universities

It is important to use consistent messaging inyour job descriptions and to coordinate yourhiring, especially if you have differentmanagers hiring for the vineyard, winemakingoperations and winery hospitality services.


If a position comes available make sure to lookinternally first before going through therecruiting process.

Standard interviewing format

Your job position descriptions and employeebackground profiles will help you to fairly andquickly screen resumes and applications thatyou receive and determine who is mostsuitable for an interview.

A standard interviewing format will help youto:

· provide consistent and fair interviews,· ask all of the pertinent questions needed

to fully evaluate the potential employee,· avoid questions that are inappropriate, and· effectively evaluate people applying for

the same position against each other tochoose the best person for the job.

Interview questions should be related to thejob description and generally fall into fivecategories:

1. Previous work experience that may berelevant to the position,

2. General skills and aptitudes related to jobcriteria,

3. Education,4. Attitudes and personality, and5. Career goals and occupational objectives.

Make sure to request references frominterviewees you are interested in and tocontact those references before hiring theperson.

Exit interviews

An exit interview is a meeting between at leastone representative from a company and adeparting employee. An exit interview will helpyou gather information for improving workingconditions and retaining employees.

Exit interviews are most commonly conductedwith employees who have voluntarily resigned,but are also useful to conduct with casualemployees to learn how the employee enjoyedhis or her term and whether or not he or she isplanning on returning next season.

In small wineries it may not make sense totrack statistics of number of employeesleaving because the numbers may be verysmall. However, it is still important todetermine why an employee leaves and todocument the reason in the employee file.

7.2. Employee Orientation

The orientation of new employees to theirwork environment and associated task(s) is anessential component of due diligence onbehalf of the employer. Orientation is an idealtime to introduce employees to yourcompany’s sustainability policies and practices.Also, make sure that your company’s healthand safety policies and practices are includedin the orientation and that applicableemployees are given WHIMIS and First Aidtraining.

An Employee Orientation Checklist isincluded in below. Your employee orientationshould include most or all of the followingcomponents.


EMPLOYEE ORIENTATIONCHECKLIST

Employee Handbook� Provide Employee Handbook to the

new employee and use it to guideorientation

Overview of Company� Organizational structure� Mission and values� Goals and objectives� Products, priorities and strategies� Sustainability philosophy and practices

Overview of Position� Job description review (provide copy

to employee)� Specific performance standards and

expectations� Probationary period and probationary

review process (if applicable)

Company Policies and Procedures� Work procedures such as timekeeping,

dress code, work schedule, time off,overtime, breaks

� Grievance and complaint system� Discipline policies, including for

specific issues such as tardiness,absenteeism, drug and alcohol use,violence, harassment

� Process for performance evaluations� Benefits and eligibility requirements� Transportation and travel policies� Health and safety policies

Health and SafetyYour health and safety training will varydepending on the job description. It mayinclude the following:

� Availability and interpretation ofMaterial Safety Data Sheets (MSDS)

� Hazardous materials handling� Solid waste handling� First aid� Importance of personal hygiene� Prevention of heat stress� Equipment operational and confined

space safety� Fork lift� Personal protective equipment� Fall protection� Respiratory protection� Hearing loss protection

Work Site Familiarization� Tour of operations� Introduction to immediate supervisor� Introduction to other employees and

others she/he will regularly interactwith in her/his job

Employee Documentation� Employee signing of required

documents such as employmentcontract, handbook receipt, etc.


7.3. Employee Handbook

Having an accurate, clear, and up-to-dateemployee handbook enables the employee andemployer to have a firm understanding of theirrelationship and various responsibilities. Itresults in less worker confusion, mistakes andcomplaints and can reduce the risk ofpotential costly legal suits.

An employee handbook serves to informemployees about company policies,procedures and practices and to communicateexpected standards of performance andconduct. The size, format and content of youremployee handbook will vary depending onthe size and operations of your wineryhospitality services. For a small owner-operated winery, a few pieces of paper stapledtogether may be sufficient; however a largeroperation may require a fully developed,bound handbook or an outline format on thecompany website

Common employee handbook contentsinclude:

· Welcome and Purpose· Disclaimer (specify that handbook is not a

contract of employment)· Company Strategy and Values· Sustainability Philosophy and Practices· Employee Definitions (distinguish

between full-time staff and contractemployees)

· Communication and Grievance Policies· Work Schedules and Compensation

Policies· Benefits and Time Off Policies· Transportation and Travel Policies

· Performance Management and DisciplinePolicies

· Environmental Health and SafetyPractices

Important legal considerations regardingemployee handbooks include:

· Have your handbook reviewed by a lawyerto ensure your policies are clear andconsistent and cannot be misconstrued

· Update your handbook as needed toreflect the actual practices of thecompany

· Implement handbook policies andprocedures because if you do notimplement them as outlined in thehandbook, your company can be heldlegally liable

· Ensure that your handbook is regarded asa resource of policies and guidelines ratherthan a contract or employment

· Obtain written acknowledgement ofEmployee Handbook receipt and of anyrevisions or updates to by having youremployee sign a document.

Below is an example acknowledgement ofreceipt.


I, ______________, acknowledge that I havereceived a copy of the (Your Company Name)Employee Handbook dated: (date).

By my signature below, I acknowledge,understand, accept and agree to comply withthe information contained in the EmployeeHandbook. I understand that this handbook isintended as a guide only, and is not intendedto be a complete description of employer’spolicies and procedures. Furthermore, Iunderstand that this handbook is neither acontract of employment nor a legally-bindingagreement.

Employee signature:__________________Date:___________________

7.4. Internal Communications

Clear, continuous lines of communicationthroughout all levels of employment, fromsupervisor to seasonal workers, are critical to awell-functioning workplace. The moreemployees know, the more they feel part ofthe company.

Communication methods include:· regular staff meetings,· one-on-one meetings with each

employee,· newsletters or bulletins,· informal, brief “tail-gate” sessions to

discuss safety and/or sustainable practices,· company Intranet,· email and phone calls,· bulletin board with current information,· posters promoting safety, health, and good

housekeeping procedures, and· employee handbook (see Section 7.3).

Communication is as much about listening asit is about talking. Make sure you payattention to your employees when they speakabout their ideas, problems, needs orsuggestions. If managers are accessible andencourage staff to share their thoughts, boththe business and employee will benefit.

Conduct all verbal communications in theprimary language of the employees, or ensurea translator is present. Also, translatecommunication materials (e.g. jobdescriptions, applications) into primarylanguage.

7.5. Employee Relations

This section provides information on policiesthat you should consider in order to create apositive company culture, increase employeejob satisfaction and productivity, and decreasethe risk of legal liability issues.

The following topics are covered:· complaints and grievances,· performance evaluation, discipline and

recognition, and· compensation and benefits.

Your policies related to these topics may differfor casual versus long-term employees.

Complaints and grievancesA step by step employee grievance processavoids uncertainty and anxiety that may arisefrom uncomfortable situations anddemonstrates that the communicationchannels are open and issues will be dealt within a professional, confidential, and timelyfashion.


Performance evaluation, discipline andrecognitionA performance management system shoulddocument the following information:

· How employees will be evaluated for jobperformance (e.g. one-on-one meetings,written performance reviews).

· How often their performance will beevaluated and when (e.g. once per year atthe end of the year, every six months).

· How the performance managementsystem is linked to pay and promotions.

Work with your key employees to developannual goals and assess their progress at theirperformance reviews. Train your managers andemployees on how your performancemanagement system works.

Consider having a post-production wrap-upmeeting to discuss things that went wellduring the year and those that did not. Usethe results of this meeting to improve youroperations the next year.

Employee recognition can enhance jobsatisfaction and performance, promotecohesiveness among employees, and promotesustainable practices. Recognition may begiven to acknowledge good work ethic, goodsafety performance, contribution tosustainable practices, length of service,teamwork, or community service.

Prepare a written discipline policy and explainit to your employees before you need to useit. The policy should include stepped andprogressive procedures and must be uniformlyimplemented.

Compensation and benefitsQuestions to address when documenting yourcompensation and benefits philosophy andstrategy include:

· Do you pay all employees competitivewages at or above the average wage foryour region?

· How do you determine salaries for eachjob or job family? How often do youupdate your salary structure? How is itorganized and documented?

· Do you participate in wage surveys?· What benefits do you provide to

employees? Document complete list,including government required benefitssuch as workers compensation. Describewhy you offer each benefit and how thebenefits administered (i.e. who does it,when, and what are the eligibilityrequirements)?

· How are wages and benefitscommunicated to employees?

· How is payroll administered (i.e. who doesit, when, and what methods are used)?

Family support servicesExamples of family support services include,but are not limited to, the following:· housing opportunities referral information

and resources,· community resources referral information,· childcare referral program,· nutrition, health and wellness resources

and/or referrals,· employer participation in community

groups dedicated to increasing housingopportunities, and

· employer donating money and otherresources to local housing groups.


7.6. Education and Training

Your employees are an integral part of theteam that successfully works together toprovide a hospitality experience. They needbasic education and training required tocomplete their job to a satisfactory level. Theyshould also be provided with opportunities toenhance their understanding and skills in theworkplace, especially if that training coverssustainable practices.

An effective training and professionaldevelopment program ensures that employeesthat have the skills needed to accomplish theirwork, increases employee satisfaction, andenhances job performance.

You should develop an annual education andtraining plan for you and your employees. Theplan should include specific training that isrequired for each major job category, based onwhat you can afford. Consider where yourbusiness knowledge is lacking and considerhow your business can improve by providingeducation to key employees.

A good understanding of your employee’scareer goals and aspirations is key to ensuringjob satisfaction and reducing turnover rates.

Your training plan will need to consider thedifferent job categories of your wineryhospitality operation. Management staff willrequire different education and training thanregular employees. Managers need to be wellversed in all areas of your winery hospitalityoperations and share your vision. They need tohave the skills, management style, personality,and value system conducive to managing

employees in this type of employmentsituation. They also need to be clear on all jobtitles and expectations and be knowledgeableof labour laws and compliance issues.

You will need to establish an annual educationand training budget that includes requiredtraining (e.g. WHMIS, first aid) and alsoincludes funds for additional, more expensiveprofessional development opportunities forkey employees (based on what you canafford). If you are not willing or able to coverall education and training costs, you canconsider providing paid time off or otherincentives instead.

Education and training ideas include:· academic or industry workshops, seminars,

and continuing education courses,· Wine and Grape Associations annual

meetings and other events,· membership in local vintners’ associations,· hospitality publications, technical

bulletins, and newsletters,· in-house education by inviting a speaker or

teaching your employees yourself,· organizing tours through suppliers (e.g.

tour of glass factory that makes bottles),· visiting other wine regions,· cross-training (having employees work in

different parts of the business), and· attending industry conferences and other

networking opportunities.

Document all education and training providedto employees.


7.7. Health and Safety

Worker health and safety is a majorcontributor to the social equity component ofyour sustainable business.

The kind of program you have depends on thenumber of regularly employed workers in yourworkforce (“regularly employed” means thosewho work at least one continuous month in ayear, whether full time or part time).

Wineries with more than 20 workers musthave a formal written program, while winerieswith less than 20 workers must have a moreinformal program based on regular meetingswith workers.

Resources to help you prepare your healthand safety plan include:

· The Health and Safety for Small-andMedium-Sized Wineries, published by theBC Wine Grape Council.

· WorkSafe BC www.worksafebc.com.· FIOSA - MIOSA Safety Alliance of BC

http://fmiosa.com/.· FARSHA’s Vineyard and Orchards

Coordinator and the Regional SafetyCoordinator for your area. Contactinformation is available from the mainFARSHA officehttp://www.farsha.bc.ca/contact-us/.

7.8. Succession Planning

In BC, family-owned wineries and associatedhospitality services are common and many willsoon be faced with a transfer of ownership.

Succession planning is a continuous process toplan for the transfer of knowledge, skills,labour, management, control and ownership ofthe business between one generation and thenext or to new owners outside the family(Coughler, 2004). Succession planning isusually only done at the top managementteam level.

The goal of succession is to enable thebusiness to operate and prosper without theday-to-day involvement of the currentleader(s).

Each winery hospitality operation is uniqueand no single approach works for everyone.However, succession planning can be thoughtof as a six-step process. The steps are notnecessarily completed in a sequence or in a setorder.

The steps in succession planning include(Coughler & Anderson, Ontario Ministry ofAgriculture, Food & Rural Affairs, 2004):

Step 1: Open the Lines of CommunicationStep 2: Collect and Analyze InformationStep 3: Generate OptionsStep 4: Make Preliminary DecisionsStep 5: Design, Develop and Review

(write succession plan)Step 6: Implement and Monitor

A description of the six-steps is includedbelow. The format of your succession plan willvary depending on the situation, but youshould consider all of the componentsdescribed below.

http://www.worksafebc.com/


STEPS IN THE SUCCESSIONPLANNING PROCESS(Coughler & Anderson, Ontario Ministry ofAgriculture, Food & Rural Affairs, 2004)

Step 1: Open the Lines of Communication· Define personal, family (if applicable) and

business objectives and goals· Identify successor:

o Does the next generation wish to beinvolved in the business?

o If yes, the process moves forward withinthe framework of transitioning to the nextgeneration.

o If no, the discussions and decisions willfocus on preserving family wealth and thetransition out of farming.

o Assess the compatibility of objectives andgoals.

o Work towards reaching consensus betweenthe founder(s) and the successor(s) onmajor objectives and goals.

o Consider hiring a trained outside facilitatorto assist in these discussions.

· Identify a team of advisors to help youthrough the process.

Step 2: Collect and Analyze Information· Collect relevant technical information

(particularly financial)o Compile and review documents such as

the legal will, the power of attorney,property deeds, mortgage and loaninformation, tax returns, bank accountinformation, financial statements, currentfinancing arrangements, retirementsavings position, business and legalagreements, current list of suppliers andservice providers, production andperformance records

o Identify missing pieces· Analyze financial viability and profitability of

the business

o Compare the financial performance of thevineyard to industry benchmarks

o Develop projected cash flow and incomestatements

· Review additional specific technicalinformationo This includes details related to methods of

transfer, financing options, tax and legalimplications, business structure options,business agreements, and tenancy issues

Step 3: Generate Options· Address the various issues related to, but not

limited to:o Ownership transfer options- purchase,

rent, gifts, bequestso Financing optionso Business organizations/structure (i.e. sole

proprietorship, partnership, corporation)o Legal considerations (e.g. will, power of

attorneyo Tax strategies and implications

· Generate numerous options that consider theinformation gathered in Step 2

· Investigate different “what if” scenarios anddevelop contingencies to address such things asdisagreement, disaster, death, disability anddivorce

Step 4: Make Preliminary Decisions· Start narrowing down your options and make

preliminary decisions on the direction of theplan

Step 5: Design, Develop and Review· Write the succession plan· As decisions are documented, your team of

advisors should review the plan and providedetailed feedback, advice and comments

Step 6: Implement and Monitor· Provide copies of the plan to all those involved· Follow the timetable laid out in the plan· Monitor progress as the plan is implemented· Modify the plan as needed


COMPONENTS OF A WRITTENSUCCESSION PLAN(Coughler & Wenger, Components of a FarmSuccession Plan, 2010)

A. Business Overview· Executive Summary of the overall plan· Action points to implement the plan· Description of current business, including

relevant points such as:o Size and location of the operationo Productso Production amountso Organizational structureo Type(s) of business arrangement(s)

· Include enough detail to set the stage for therest of the plan, but not so much that it isoverwhelming

B. Description of Business and Personal Goalsand Expectations

· Describes the business and personal goals andexpectations of the founder(s) and thesuccessor(s)

· The rest of the process and the resulting planshould flow from this section

C. Retirement Plan· Deals with two issues – financial and lifestyle· Lifestyle includes how the founder(s) will be

involved in the business, living arrangements,desired activities for the founder(s)

· Financial component includes whereretirement money will come from, anexplanation of any retirement-incomestrategies and how the money will be spent

D. Training and Development Plan forSuccessor

· Outlines the necessary skills and knowledgerequired by the successor(s) to successfullyoperate a winery

· Includes a “skills profile” of the successorcompared to the founder, a gap analysis andan action plan to address those gaps

· A “skills profile” breaks down commonactivities to operate a winery and the skillsneeded for each

· The action plan may include such things asadditional training, responsibility sharing, jobshadowing, etc.

· A performance review process is also outlinedunder this component; it helps identify bothstrengths and where improvements areneeded

· In all cases a regular meeting should take placeto review the successor’s progress. It shouldfocus on what has worked, what has not, why,and what could be done differently. Thisshould be a two-way discussion and a positiveexperience for both the founder and thesuccessor — a chance to share and learn.

E. Business Plan· Describes how the winery business will meet

the needs of both the founder and thesuccessor

· Includes a financial analysis of the business –past, present and future – to determine if it isprofitable and viable

· Describes the future direction of the business(e.g. maintaining the same scale, downsizing,expansion, diversification, etc.) and how thisdirection will affect the business

F. Operating Plan· Outlines how to manage everyday business

activities· Identifies the roles, responsibilities and

authorities related to day-to-day operationsand how decisions are made

· Outlines the plan for family businessmeetings to discuss the transfer process,including how they will function, who will beinvolved, who will be responsible for what,where the meetings will take place

G. Management, Control and Labour TransferPlan

· Related to the operating plan [F]


· Describes how the transfer of management,control and labour to the successor will takeplace

· Includes a timetable for transition (linked toimplementation timetable[I])

· Also needs to be closely connected to thesuccessor development plan [D]

H. Ownership Transfer Plan· Outlines how the business is currently

structured and how it will change during thetransfer process, including a description of thebusiness arrangement that will be used (e.g.sole proprietorship, partnership, corporation)

· Link to business overview [A]· Explains how the transfer of asset ownership

will be handled, including a description of thetransfer mechanism (e.g. purchase, gift,bequest, combination)

· Also may include:o an explanation of the financing required,

the various sources available and thepreferred financing option(s)

o an inventory and valuation of assets andliabilities

o an explanation of the tax implications ofthe proposed transfer process along with adescription of how these items will beaddressed

o an outline of the insurance requirementsrelated to life, disability, disaster andrelated insurance tools and a descriptionof the legal agreements (e.g. employmentcontracts, partnership agreements,shareholder agreements, buy-sellagreements). Copies of these could beattached as appendices for referencepurposes.

o A copy (or copies) of the legal will(s) andany prenuptial agreements could also beattached for reference.

I. Implementation Timetable· Provides a timetable to complete key activities

that are prioritized with deadlines

J. Communications Plan· A description of how those involved

communicate about transition and successionplanning (link to operating plan [F])o Rules of meetings and discussionso Schedule for regular meetingso Outline of who will participate in the

meetingso Meeting locations and mealso Meeting responsibilities and decision

making processes (e.g. who will set upthe meeting and agenda, chair meetings,take minutes)

o an outline of the ground rules for thediscussion (e.g. everyone has a turn totalk, not interrupting, no blaming, stayfocussed on the agenda item).

· A discussion of how disputes are managed andresolved (e.g. voting, third-party mediation)

K. Contingency Plan· Outlines what will happen and who will ensure

the implementation of contingency measuresin such situations as illness, death, disability,divorce, disagreement, disaster, businessdownturn or failure· Includes reference to the insurance

requirements and selected mechanisms(link to ownership transfer plan [H])


7.9. Documentation and RecordKeeping

Proper documentation is importantthroughout the employment process, fromhiring to disciplinary action to job termination.Documentation helps you can to review andevaluate your HR plans and policies and makenecessary improvements. Certaindocumentation is also required for compliancewith federal and provincial labour laws.

Consider the following:

· Ensure supervisors are aware of whatshould be documented, when it should bedocumented and how it should bedocumented.

· Determine the roles and responsibilitiesfor record keeping (i.e. who does what).

· Record the list of employee records anddocuments that you maintain (e.g.employee applications, performanceappraisals, discipline records).

· Describe where you keep the records (e.g.employee file, on a computer).

· Describe how long you keep eachdocument.

· Make sure you are complying withlegislative requirements for length of timeyou need to keep records and whatrecords you need to keep.

· Describe your process for preparing andsubmitting required documents to thefederal and provincial government.

· Make sure your documentation iscompleted in a timely, consistent manner,and using a comprehensive format that willstand up in court and is free of personalopinion.

CUSTOMER, NEIGHBOUR AND

COMMUNITY RELATIONS

Many wineries in British Columbia are locatedin rapidly changing areas, where competitionfor land can bring agriculture/rural areas andurban/suburban areas close together. Rapidpopulation growth in many winegrowing areasof BC is putting a strain on resources such aswater, energy, and on air and environmentalquality. There is also increasing public concernand awareness about environmental and socialissues and more interest in how businessesaddress these issues. For these reasons it hasbecome imperative for wineries to establishgood neighbour and community relations.

To maintain a harmonious relationship withyour neighbours and community, it isimportant to take the time to research localissues and learn various perspectives,anticipate and minimize nuisances, andeducate the public about your processes sothey understand how and why you do certainthings through the year.

There are many potential positives to thecommunity from your winery hospitalitypractices and operations. It is important tomaximize these benefits by informing yourneighbours and community about yoursustainable values, initiatives, productionpractices, products and technologies.

The purpose of this section is to identifypotential issues that can arise at theagricultural-urban interface and to help youbetter understand, communicate about, andengage in positive problem solving solutions.


7.10. Identifying PotentialConcerns

A proactive plan that emphasizes educationand communication will minimize conflicts andmaximize the potential benefits of your wineryhospitality services to society. The first step inproactive planning is to anticipate potentialconcerns and sources of conflict and developsolutions before they occur.

Potential concerns of your neighbours and/orthe community may include the following:

· transportation and traffico increased traffic at peak labour times

and tourist seasono traffic on roads and ancillary roadso delivery trucks

· water quality and supplyo competing useso water pressureo sedimentation of water supply due to

erosiono chemicals and pesticides affecting

water qualityo changes to stormwater runoff patterns

· noise and vibrationso vehicle movemento outdoor events

· visual impactso lights in buildings and yard security

lightso viewshedso site aesthetics

· air quality/odouro dust (traffic on unpaved roads, soil

erosion by wind from access roads)o emissions from boilers and generatorso building exhaust/venting

o odours from compost· cut off access to recreation areas

Other community issues that your wineryhospitality services may directly or indirectlyimpact include housing, education, healthcare, and urban sprawl.

7.11. Outreach andCommunication

Formal and effective outreach andcommunication is essential to identifying andaddressing potential concerns and todeveloping positive relationships with yourneighbours and community. Consider thefollowing when developing your outreach andcommunications plan.

Get acquainted with neighbours and yourlocal community and generate goodwill:

· Get to know those that may beimpacted by your operations in afriendly setting. Invite them to touryour winery hospitality operations (forexample).

· Be involved in community events andcivic and charitable groups to workalongside community members.

Educate your neighbours and communityand yourself:

· Share your sustainable wineryhospitality goals and how they benefitthe surrounding community.

· Inform your neighbours andcommunity about your companyoutlining the sustainable practices youuse, when, and why.


· Find out what issues are important toneighbours and fellow communitymembers and learn and understandvarious perspectives.

· Pay attention to local and regionalzoning laws and growth managementplans.

· Attend meetings and workshops withcommunity members to ensure thatyour perspective is represented.

· Host neighbour/community events atyour hospitality facility and be involvedin community events and civic andcharitable groups.

Communicate with your neighbours andlocal community:· Be open to discussing their concerns and

questions and respect their views.· Find a neutral setting to discuss their

concerns.· Seek common areas of interest.· Alert them to upcoming potential

nuisances before they begin.· Ensure that your neighbours know how to

contact you and consider providing anafter hours phone number.

· Communicate with neighbours oftenthrough such methods as periodic visits,phone calls, community parties, postcardsto alert of spraying

· Explore changes to practices that couldsmooth tensions (e.g. reschedulingobjectionable activity to when neighboursare at work and not on weekends whenthey are likely to be outside.

· Make sure your employees are educatedand trained to answer questions and speakon your winery hospitality’s sustainability

initiatives with consumers and communitymembers.

Develop a relationship with local media:

· Invite reporters to your winery hospitalityfacility and give them newsworthyinformation.

· Share your sustainable practices andexplain what your operation is doing toreduce pesticide use, water use

· Respond promptly if media does call. Ifyou do not have the information they areasking for then contact them with thename of someone who can help.

7.12. Responding to Complaints

Even the best proactive planning may notentirely avoid complaints from yourneighbours. The following practices should beused to deal with complaints:

· Develop a written procedure foraddressing complaints fromneighbours.

· Train all employees in the procedure.· Delegate one person to managing the

complaints process.· Document all complaints with

understanding and tact.· Ensure all complaints are followed up

on.

REFERENCES | Page R-1

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GLOSSARY | Page G-1

Glossary

Alternative fuels: any materials or substances that can be used as fuels, other than conventionalfuels. Some well-known alternative fuels include biodiesel, bioalcohol (methanol, ethanol, butanol),chemically stored electricity (batteries and fuel cells), hydrogen, non-fossil methane, non-fossilnatural gas, vegetable oil, and other biomass sources.

Biodiversity: the richness and variety of all life forms plus the habitats and natural processes thatsupport them.

Biogeoclimatic zone: an ecosystem spread over a large geographical area that can be characterizedby its climate, vegetation, soils and animal life.

Carbon footprint: a measure of the amount of carbon dioxide emitted as a result of your dailyactivity. The carbon footprint is reported in units of tonnes (or kg) of carbon dioxide equivalent.

Carbon offset: a reduction in emissions of carbon dioxide or greenhouse gases made in order tocompensate for or to offset an emission made elsewhere. For example, an individual might purchasecarbon offsets to compensate for the greenhouse gas emissions caused by personal air travel.

Climate change: occurs when long-term weather patterns are altered — for example, throughhuman activity. Global warming is one measure of climate change, and is a rise in the average globaltemperature.

Conservation: preserving and renewing human and natural resources to assure their highestenvironmental, economic or social benefits.

Erosion: the wearing away of the earth’s surface by running water, wind, ice, or other geologicalagents.

Fossil fuels: hydrocarbons found within the top layer of the earth’s crust. Fossil fuels include naturalgas and coal, as well as the more familiar fuels refined from crude oil including gasoline, diesel, andfuel oils. Fossil fuels are non-renewable resources because they take millions of years to form, andreserves are being depleted much faster than new ones are being made.

Geoexchange energy: energy that is produced by drilling deep holes and setting up a horizontal orvertical array of pipes to extract or dump heat to/from the earth.

Greenhouse effect: the heat-trapping quality of the atmosphere caused by gases that absorb long-

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=35FE5466-1

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=35FE5466-1

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=21FAF93C-1

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=639266E2-1

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=27256118-1

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=82CB88DE-1

http://www.ec.gc.ca/energie-energy/default.asp?lang=En&n=D26670F7-1

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wave radiation emitted by the Earth.

Greenhouse gas (GHG): gases that affect the temperature of the earth’s surface. The primarygreenhouse gases in the Earth's atmosphere are water vapour, carbon dioxide, methane, nitrousoxide, and ozone.

Habitat: the living area of a community of plants and animals. It includes the air, soil, water, food andcover components upon which plants and animals depend upon to carry out their life processes.

Hazardous materials: are any materials whose quantity, concentration, or physical or chemicalcharacteristics may pose a hazard to human health or the environment.

Integrated Design Process: a design process that views the building structure, site, lightingsystems, heating, ventilation, and air-conditioning systems (HVAC), indoor environment and theend use of the building as a whole building system rather than a number of separate, independentsystems.

Material safety data sheet (MSDS): is a technical document that provides detailed andcomprehensive information on a hazardous product.

Pollution prevention: reducing or eliminating waste at the source by modifying productionprocesses, promoting the use of non-or-less-toxicsubstances, implementing conservationtechniques, and re-using materials rather than putting them into the waste stream.

Rapidly renewable materials: natural, non-petroleum-based building materials that have harvestcycles under 10 years.

Renewable energy: energy which comes from natural resources such as sunlight, wind, rain, tides,and geothermal heat, which are renewable (naturally replenished).

Runoff: the flow of water from the land to oceans and lakes by overland flow and stream channels.

Species at risk: Indigenous species, subspecies, and distinct populations that are at risk of becomingextinct at a local or global level.

Stakeholder (in the wine industry): any individual or party (i.e. organization or company) whoinfluences or is affected by decisions and actions for the production of wine and winegrapes.

Stormwater runoff: unfiltered water that reaches streams, lakes, sounds, and oceans by means of

GLOSSARY | Page G-3

flowing across impervious surfaces. These surfaces include roads, parking lots, driveways, and roofs.

Sustainability: many definitions of sustainability and sustainable development exist. All thedefinitions have to do with: living within the limits so future generations can meet their needs,understanding the interconnections among economy, society, and environment, and equitabledistribution of resources and opportunities.

Watershed: the region draining into a river, river system, or other body of water. Other terms usedinterchangeably with watershed include drainage basin or catchment basin.

Workplace Hazardous Materials Information Systems (WHMIS): is the Canadian standard inplace to protect workers from the adverse effects of hazardous materials.

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