March/April 2021 - 24

PMMI THE ASSOCIATION FOR PACKAGING AND PROCESSING TECHNOLOGIES
Driving Packaging Sustainability in the time of COVID-19
The Coronavirus
By Bryan Griffen
PMMI, The
Association for
Packaging and
Processing
(COV I D -19) may
still be consumers'
top concern, but
the pandemic hasn't
erased concern over
environmental issues
a nd dema nd for
sustainability.
Back in April -
regions
when most
were seeing cases and
deaths peak, partners
from Bain & Company examined how the
pandemic " has become a dry run for the
sustainability agenda " and challenged
companies to consider how to " tackle
an expanding range of environmental,
social and governance (ESG) challenges. "
Despite COVID-19's initial impact on
consumer behavior - deprioritizing ecofriendly
products for products deemed
safest and least likely to invite virus
transfer - the pandemic hasn't shelved
sustainability as a priority so much as
re-defined it. Now, brands aiming to
deliver on eco-friendly promises may
have to consider a different path that
relies on a strategic approach to achieve
energy, utility, and material savings.
Consumer Product Goods (CPG)
companies looking to prioritize
sustainability amid the pandemic can
find solutions and insights at PACK EXPO
Connects 2020, which features product
and equipment demos, educational
sessions and more, will serve as a
resource for brand managers, packaging
engineers, sustainability consultants,
plant managers and supply chain
professionals to consider new solutions
for today's challenges to packaging
sustainability. As these decision makers
weigh their options, here are three key
considerations to reshape the journey
to more eco-conscious, hygienic - and
cost-saving processes.
Make a plan for reality, not
wish fulfillment
Brands striving for meaningful
progress in sustainability need to plan
for the world they're in, not the world
24 MARCH/APR I L 2 021
they wish they were in. This could mean
switching materials and coatings to
enhance durability when a package is
met with disinfectant, moving toward
omnichannel packaging as e-commerce
becomes the default purchasing
mechanism for regions under lockdown,
or investing in automation that
reduces human handling and boosts
social distancing on the plant floor.
All of these changes can impact preCOVID-19
sustainability goals.
Some businesses have changed models
all together, switching products and
packaging formats to supply essentials
or switching from traditional restaurant
operations to home delivery and other
prepared foods options. No matter the
changes, brands undergoing any changes
or additions of packaging lines should
adopt a bird's eye view to see all of the
opportunities for improvements. With a
structured and programmatic approach
to sustainability, companies can still
spur systematic innovation and strategic
growth, and bottom-line value while
addressing environmental and societal
concerns. The OpX Sustainable Journey
Resource Guide outlines measurements
companies can take in establishing a
roadmap to practical, realistic strides
to achieve social, environmental and
economic sustainability.
Consider sustainability a race
against yourself
When it comes to sustainability,
manufacturers may instinctively look to
competitors to compare results or even
copy strategy. However, each company
may face different challenges in today's
marketplace, so tailoring a path of
incremental steps to measure progress
for your organization is the best way to
encourage success. Consider where and
how changes can have an impact. Ask
where you can generate energy savings
in the plant or cut material waste. For
example, has the pandemic minimized
the need for one line to run as often?
Small steps add up, so look for lowhanging
fruit first. If your facility uses
air compressors, go around on a day
that manufacturing is shut down and
listen for leaks. Fixing air leaks reduces
unnecessary energy consumption, making
the facility more sustainable. Additionally,
repairing air leaks can reduce the
compressor load and may result in
requiring less, or smaller, compressors
which can also help the facility become
more sustainable. For facilities that
produce liquid, such as ice cream or
yogurt, standard operating procedures
include cleaning the floors with excessive
amounts of water at the end of each shift.
By evaluating and exploring alternative
options to cleaning, there may be a
more sustainable way to clean. Evaluate
the facility's utilities. If your facility is
located in a place with enough space for
solar cells, consider installing them to
power part of your plant.
Remember size doesn't matter
Larger companies often demonstrate
impressive cuts in emissions with global
sustainability plans. After all, they are
working with a larger footprint. However,
small- or medium-sized enterprises
(SMEs) can achieve meaningful gains
with their own sustainability practices.
While larger organizations have the
resources to implement large scale
projects, these smaller manufacturers
have an under-rated superpower: agility.
Smaller operations may be limited
by budget, but their agility allows
them enact change and innovate more
quickly than their larger competitors.
SMEs also can measure and report
results with greater efficiency, enabling
them to change course on strategies
that aren't working and/or report
success in a shorter timeframe. In larger
operations with many levels, it can be a
long process to identify opportunities to
cut energy or utility usage, implement
solutions, analyze results and report
findings can take years.
Lastly, SMEs that embrace sustainable
practices tend to be driven largely by
the authentic values of leadership and
company culture. Many small brands
are even founded on sustainability
See PMMI, page 25

March/April 2021

Table of Contents for the Digital Edition of March/April 2021

March/April 2021 - 1
March/April 2021 - 2
March/April 2021 - 3
March/April 2021 - 4
March/April 2021 - 5
March/April 2021 - 6
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March/April 2021 - 8
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