Down the Line: Issue 2

INDEPENDENCE DAY 02

Our Indonesian team celebrates the country’s special day

WAREHOUSE TRIFECTA 04

Full steam ahead on three new facilities

SUSTAINABILITY INITIATIVES 05

O-I receives great results from two industry benchmarks

MG2 MALAYSIA 05

The rebuilt furnace is up and running

IT’S ALL ABOUT YOU 06

Djojo and O-I – a great partnership

Down the Line

DECEMBER 2019

ISSUE 02

KEEPING IT IN THE FAMILY Work and home lives combined in Vietnam recently when O-I BJC opened its doors to employees and their families for the plant’s inaugural Family Day. By all accounts, the event was a great success.

Sixty-five families spent the day chatting, participating in events and getting to

know each other a little better through this social event.

General Manager Andrew Yeoland took the opportunity to recognise employees for their hard work and positivity and to spread the recycling message.

Each family brought along glass for recycling,

exchanging it for children’s books.

It’s a good exchange as far as Andrew is concerned: “Cullet is an incredibly important resource for our plant,” he said. “Last year alone, we used the equivalent of 120 million bottles and we’re constantly looking for more glass and better ways to educate the

community about the importance of recycling.”

And the response to Family Day? “Overwhelmingly positive!” Andrew said.

“The event passed a critical test – the kids were very excited with the books and have been asking when they can come and join in again!”

Raising the stakes in Auckland We’re raising our glass to the Auckland plant in New Zealand... all the way up to 90 percent!

The NZ team has introduced a new beer bottle for DB Breweries that contains 90 percent cullet – the highest recycled content ever used in the production of any glass bottle in APAC. O-I’s Senior Account Manager, Adam Grogan says the initiative was born after DB Breweries’ parent company, Heineken,

IBP THE LATEST PAGE 4

expressed their goal to be at the forefront of sustainability.

The discussion coincided with the AK2 rebuild, giving us access to high levels of flint and an answer to reducing our storage costs.

“We approached DB and asked them if they wanted to make their goal a reality with glass. They were as excited as us by the opportunity, and we’ve been working together – planning, designing and

Manufacturing the future - looking ahead to Industry 5.0 PAGE 3

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testing the bottle for their DB Export beer – for the past few months.

“It’s a huge vote for glass, sustainability, and for collaboration within our team to make this happen.”

The incremental volume from this initiative is an impressive 15 million bottles.

It’s just further proof that when multiple parties and collaborators are all working together the results can benefit everyone. Especially the planet!

NEWS

Happily independent

© Ekoherwantoro on Unsplash

Have you ever attempted to eat crackers hanging from strings? And if so, how about doing it with your hands tied behind your back?

The challenge is called makan kerupuk and it’s a traditional competition held to celebrate Indonesia’s Independence Day (or Tujuhbelasan as it’s known colloquially). You can see how difficult it is in the photograph below.

Independence Day falls on 17 August, marking the day in 1945 when the country separated from

the Netherlands. Today, Indonesians acknowledge the occasion with a flag hoisting ceremony and plenty of games and traditional competitions.

For our team in the Jakarta plant, the festivities included an office lunch of nasi tumpeng – a dish originating from Java – and other games such as lomba memasukkan pensil dalam botol, an event requiring precision and concentration as you attempt to drop a pencil

tied to a string around your back into a bottle (again, with no hands allowed!).

Of course, our team were using glass bottles.

“As a relative newcomer to Indonesia, I’m learning more and more about its amazing history,” said O-I Indonesia’s GM, Alexis Urteaga. “It’s great fun to participate in important events like this with our people, to experience the country’s culture and to celebrate it as a team.”

Indonesia’s new capital city Interesting fact. Did you know the Indonesian Government has announced its plans to relocate the capital from Jakarta to Borneo from 2024?

Jakarta has severe problems with traffic congestion and pollution, and is at threat from rising sea levels associated with climate change.

Jakarta was built on land that was originally swamp and, combined with the unregulated draining of aquifiers, at least 40 percent of the city is now below sea level. Some of the worst affected areas are reported to be sinking by up to 20 centimetres a year.

Most of the services earmarked for a move are government functions and the 1.5 million civil servants who perform them.

Shifting them 1000 kilometres north-east to Kalimantan, the Indonesian section of Borneo, is proving to be controversial, not least because Kalimantan is also one of the few homes to orang-utans in their natural habitat.

While Indonesian Government officials have reassured critics there is no intention to disrupt the local environment, conservationists across the world will be watching.

The relocation would certainly ease pressure on Jakarta and the island of Java, though it’s likely that the city will still be a commercial and financial centre and that the majority of its 10 million residents will remain in the city… as will O-I.

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Contact Kate Hobson at Kate.Hobson@o-i.com with news and information about life at O-I.

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IN FOCUS

MANUFACTURING THE FUTURE You could be forgiven for believing manufacturing is in a state of flux.

After all, most public commentary about the sector’s future focuses on volatile production figures, weakening export markets, softening consumer spending and, worse still, falling employment rates at the hands of seemingly unstoppable automation.

But that’s not everyone’s view.

When we sat down with one of Australia’s most knowledgeable experts in manufacturing, Professor Roy Green, he was optimistic about the industry’s future. In his mind the potential is limitless, provided organisations and governments are prepared to step up in one critical area: innovation.

Roy is Chair of the University of Technology Sydney (UTS) Innovation Roundtable and Chair of the Port of Newcastle. In recent years he has also chaired and participated in the Australian Government’s Innovative Regions Centre, the CSIRO Manufacturing Sector Advisory Council, NSW Manufacturing Council and Innovative

“ Innovation and productivity are codependent; it’s almost impossible to remain competitive without either. ”

Manufacturing Cooperative Research Centre (CRC) to name a few, so he knows what he’s talking about.

“There is undoubtedly a consumer shift towards services and experiences, just look at the success of Uber and Airbnb, but we also still buy products.

Manufacturing markets absolutely exist,” he says.

Indeed, rates of consumption across the globe are increasing dramatically, particularly in regions with large emerging middle classes such as China and India. The World Economic Forum predicted as long ago as 2013 that total middle class spending in Asia Pacific alone was estimated to grow from US$4.9 trillion in 2009 to US$32.9 trillion in 2030, at which point it will account for 59 percent of global middle class spending.

“In my mind, innovation and productivity are codependent; it’s almost impossible to remain competitive without either.

Like anything in life, innovation and productivity flourish in the right conditions, and that’s where strong leadership and the right attitude play a pivotal role,” says Roy. While the World Economic Forum’s (WEF) 2019 Global Competitiveness Report found that companies around the world are increasingly embracing disruptive, or cutting

edge, ideas, the results also revealed only four economies scored above 80 (out of 100) on the ‘Innovation Capability’ pillar – Germany, the US, Switzerland and Taiwan (China) – and only onequarter scored above 50.

Clearly, much more needs to be done to adopt technology and boost innovation.

Industry 4.0

When we look at the future of manufacturing, it’s important to consider how industry in general has evolved. Industry experts typically describe this in terms of revolutions (see image below).

While it’s widely agreed we’re still working through the fourth revolution, or

Industry 4.0 today, some futurists argue a fifth revolution is dawning with the exploration of artificial intelligence (AI) and the Industrial Internet of Things (IIoT) gaining momentum.

According to the WEF, the speed of current breakthroughs has no historical precedent. In an online article entitled ‘The Fourth Industrial Revolution: what it means, how to respond’, Klaus Schwab, WEF’s Founder and Executive Chairman, wrote that Industry 4.0 is “disrupting almost every industry in every country.

And the breadth and depth of these changes herald the transformation of entire systems of production,

management, and governance”.

While Roy insists the manufacturing sector needs to get more creative about innovation – particularly in light of the speed of disruption the WEF refers to – he also notes that the industry isn’t standing still either, pointing to a number of key trends emerging across the world.

Sustainable operations According to Australian not-for-profit public policy organisation, the McKell Institute: “Water demand alone is set to increase by 400 percent between 2000 and 2050. Manufacturing industries also use around CONTINUES ON PG7 >>

4.0

4TH REVOLUTION Cyber physical systems

3.0

3RD REVOLUTION Electronic and IT system, automation

2.0 1.0

2ND REVOLUTION Mass production and electricity

1ST REVOLUTION Mechanization, steam and water power

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NEWS

L-R: Tom Bull (Texco Director), Charlie Buxton (Cadence Property Group Managing Director), Denis Conway (O-I’s Senior Project Manager), The Hon Stuart Ayres MP, Councillor Ross Fowler (Mayor of Penrith) and Mitchell Kent (Cadence Manager)

IT’S A WAREHOUSE TRIFECTA FOR AUSTRALIA It’s full steam ahead with our plans to open three new warehouses across Australia.

The facilities are being constructed on sites next door to our Adelaide, Sydney and Melbourne plants.

The project for the three sites began a few years ago, when we embarked on a major redesign of our supply chain footprint. Our strategy was simple – to store finished goods as close as possible to our factories and remove unnecessary handling and transport charges.

We struck a deal with developers for each site who would purchase the land,

demolish existing buildings where needed and construct the warehouses.

O-I has been closely involved in designing the spaces to fit our needs, and will lease each of these facilities on a long-term basis.

So how are we tracking with each site?

It’s up and go for the Adelaide facility, which is now complete and we are the tenants of the brand new building.

Construction has begun in Sydney with a ceremony marking the turning of the first sod held in early November.

The event received strong community

IBP starts to make its mark

© Diego PH on Unsplash

support. O-I’s Senior Project Manager Denis Conway was joined by dignitaries including the NSW Minister for Jobs, Investment and Western Sydney, the Hon Stuart Ayres and the Penrith Mayor, Councillor Ross Fowler (pictured above).

As for Melbourne, the site is preparing for development to begin shortly.

The warehouses are good news all-round.

Of course for O-I, the custom-built facilities will dramatically increase our storage density and, as a result, greatly reduce our rental costs. They will also lead to significant

reductions in both our transfer costs and our carbon footprint.

For the community, there is an increase in investment in manufacturing in the area, plus an increase in local jobs. The developers will employ hundreds of construction workers over the three projects to help create a total of 122,500 square metres of warehousing. That’s a lot of employment coming out of each site.

As for our customers, the close proximity of the warehouse and bigger storage space means we can service them more efficiently. The investment

in the sites is also a nod to how important our customers’ ongoing business is to O-I. Then there are the environmental benefits. Because these warehouses will be adjacent to each of our plants, they will take over 100 truck trips off the road each day. That’s a lot less traffic, and a lot less congestion on the roads around our plants.

And it’s a testament to our commitment to the enduring role glass will have in the community as a major employer, recycler and supplier of beautiful packaging.

As you’ll remember from our last edition of Down the Line, September was a big month for our business with the APAC launch of our global business transformation initiative – IBP, or Integrated Business Planning.

In the three months since then we’ve held three cycles of monthly review meetings and, through that process, learnt a lot about how we can make our business more efficient.

We’ve made improvements to the

Product, Demand, Supply, IR and IBP Review decks, which are the documents that guide the entire IBP process and hold the single source of business intelligence. We’re also refining the feedback loop that allows information to flow between reviews, up to the Enterprise IBP (leadership reviews) and back through the region into the country reviews.

We have also kicked off the first of our NPD Stage and Gate reviews in ANZ and the Plant Capability

Reviews across the region. These reviews are important in establishing processes to feed the in-country and regional IBP reviews.

If it sounds like we’ve achieved a lot, it’s because we have. IBP is a very involved process, encompassing every aspect of our business’ operations and it’s thanks to all of our sponsors, facilitators and team members contributing across APAC that we’ve made such great progress.

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NEWS

WHY WASTE ISN’T A DIRTY WORD

Sustainability initiatives reap great results O-I is clearly walking the talk when it comes to sustainability, with two highly respected sustainability programs – Cradle to Cradle and EcoVardis – acknowledging our efforts to continually improve our practices.

Cradle to Cradle’s global measure of safe and sustainable products recently awarded O-I higher certification scores in three of its five categories – material reutilisation, water stewardship, social fairness, renewable energy and material health.

We improved our certification to Gold standard in water stewardship and material utilisation and, most impressively of all, achieved a Platinum rating in material health across 94 percent of our global glass operations.

We also earned a Silver for social fairness and a Bronze for renewable energy use.

Platinum is the highest possible ranking available in

the Cradle to Cradle program and O-I is the only food and beverage packaging company to achieve this stellar accolade.

It’s particularly significant considering material health determines products are as safe as possible for humans and the environment.

The Cradle to Cradle rating proves we make what matters, creating pure products for customers who recognise the need for companies to be sustainable and responsible.

We also improved our EcoVadis rating from Bronze to Silver, bringing our corporate social responsibility rating above the industry average by several points for glass product manufacturers of our size and scope, ranking us in the top 61 percent.

Improving these scores is no easy feat. It just goes to show we really are making progress in our efforts to reduce our impact on the planet while providing our customers with quality glass.

MG2 heats up Malaysia The topic of waste is far from a dirty word in Australia. It is a term that is on everyone’s lips as we struggle to find an answer to the volumes of household waste not being appropriately recycled.

First we were impacted by the China Sword policy; then came the closure of one of Australia’s biggest recycling collection companies – SKM/GRS. If the issue of how recycled waste was being collected and treated wasn’t enough, we were faced with the next question – what to do with all the glass that gets broken in to shards in the recycle collection process, ‘contaminating’ the other recycled content.

In the last edition of Down the Line, we shared how Melbourne’s Yarra City Council (Australia) was addressing this issue with

glass-only collection bins across 1300 households in the area.

Well, the glass pool is about to get bigger (and maybe even bigger again!), as we receive calls from councils all over Victoria to take their recycled glass.

The next council to launch kerbside glass collections is the City of Hobsons Bay. From early next year, homes in Melbourne’s south-west area will join the kerbside glass-only bin movement.

That’s 96,470 homes and – more importantly – thousands of people who will be educated in the value of recycling glass.

Our Regional Cullet Director, Craig Mynott says while we aren’t expecting the levels of glass from this collection to be enormous (predictions

are around 2500 tonnes), this is a hugely important initiative.

“With the interest we are getting from regional and inner city councils alike, the concept of glass-only kerbside collections has caught the attention of the Victorian Government,” says Craig.

“That has opened the door for us to talk about developing regional and metro cullet hubs to facilitate bulk shipment of recycled glass to a centrally located glass processing facility, where we can collect it.”

“It could be the first step in a game-changing process for recycling glass in Victoria, and possibly something that could be copied in other states and countries with the right infrastructure.”

Production is heating up in Malaysia with the rebuilt MG2 furnace up and running – bigger and better than before.

The furnace is 150 percent larger than its original size, with a capability of up to 260 tonnes per day.

It has an extra line (making it three), new larger machines on all lines, NNPB (narrow neck press and blow) capability, and upgrades to inspection and packaging equipment.

So what does this mean for the plant? Jacqueline Moth, O-I BJC Malaysia GM, says the furnace’s installation has set a new direction for business.

“Having MG2 up and running has changed the way we operate as a plant, giving us far more flexibility, reliability and consistency when it comes to product quality,” she says.

“Our customers are noticing a difference in the level of service they are experiencing, and that gives our team confidence through the credibility and the trust this creates.”

This investment goes beyond the furnace. The plant upgrade offers new training opportunities using the updated technology and an efficiency that increases the viability of the plant overall.

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CUSTOMER

IT’S ALL ABOUT YOU Across the world, the popularity of functional beverages that contain enhanced vitamin or energy boosts is increasing, fuelled by consumer desire to lead healthier lifestyles and find convenient ways to take nutritional supplements.

In Asia Pacific alone the industry is expected to grow by almost 10 percent between 2018 and 2023.

What does this all have to do with O-I, you wonder?

One of O-I Indonesia’s longest-standing customers, PT Djojonegoro C-1000 – or Djojo, as it’s known locally – produces the popular YouC1000 health supplement drink using O-I’s 140ml clear glass bottle. Known for its tagline, ‘healthy inside,

fresh outside’, YouC1000 offers its valued customers 1000mg of their daily vitamin C requirements, if taken every day.

O-I and Djojo have worked together since the beverage company was founded in 2004, when it secured the licence to make and sell the vitamin drink and isotonic water brand, C1000 from House Wellness Foods Corporation of Japan.

Since then, it’s estimated the company sells around 200,000,000 units of the drink every year, meaning it depends on O-I to routinely meet its needs for high-quality bottles to maintain the brand’s popularity across the region, but also break into new markets.

“ The way the bottle’s surface frosts over in a refrigerator instantly suggests an elegance other forms of packaging can’t compete with. ”

When we asked a representative from Djojo why they chose to work with us, they said the ability of glass to elevate a beverage’s appeal is critical.

“Not only does glass preserve the taste of our beverages better than any other available packaging solution, it has an amazing ability to enhance a product’s appeal,” said the spokesperson.

“The way the bottle’s surface frosts over in a refrigerator instantly suggests an elegance other forms of packaging can’t compete with.”

O-I is incredibly proud of the relationship it has built with Djojo and looks forward to many more years supporting the company’s continued success in the beverage industry.

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BREAK TIME

FROM PG3 >>

30 percent of global energy with demand expected to grow by 40 percent to 83 percent through to 2050.”

With consumer demand for action on climate change rapidly increasing and support for ethical business practices rising with it, manufacturers are looking more closely at their life cycle management strategies and how they can contribute to a circular economy.

Specialist manufacturing using smart technology The advancements in technology provided through Industry 4.0 are allowing businesses, particularly small to medium enterprises, to create a competitive offering through flexible specialisation. That is, rather than needing to create and build end-to-end manufacturing solutions, many new providers are focusing on smaller, specialist components for a much larger supply chain.

Mass customisation makes everyone feel special Similarly, largescale production is also customising its manufacturing solutions.

Known for its luxury vehicles with high-end details, car manufacturer BMW started offering customisable features in the 1990s. By 2010, customers were able to hand select almost every feature of their car, leading the company to radically change its production strategy and set a target of increasing the number of Americans who custom-ordered their vehicle from 15 percent to 40 percent by 2015. Today, no two BMWs rolling off the production line are the same.

BMW is a perfect example of how an industry renowned for striving to be as lean as possible also needs to think differently. With more than 2500 possible wiring harnesses and 9000 centre console options, its customisation strategy has naturally made production more expensive. But it’s also increased the profit margin on each vehicle sold, with many customers adding around $2000 worth of features to their vehicle. Spending money to make money doesn’t seem so foolish from that perspective.

There’s plenty of room for all of us Obviously, a production line as sophisticated as BMW’s will have a high reliance on robotics, which naturally leads to concerns about the displacement of workers.

Roy is convinced there’s plenty of room for everyone.

“What’s become certain from Industry 4.0 is that robotic technology is essential to a competitive manufacturing sector, whether that be robot-driven, robot-assisted or through the use of collaborative robots, or cobots.”

In the case of BMW, its production line is robotassisted with a number of automated processes, which naturally means a reduction in manual labour, yet the company clearly states its Industry 4.0 strategy “does not mean the production without people, and also not necessarily increasing automation”.

What smart companies like BMW recognise is that freeing up resource in one area of the business offers a unique opportunity to redeploy it elsewhere to continue the cycle of innovation and competitiveness.

Learning is a lifelong habit This highlights the importance of lifelong learning in maintaining economic growth and ensuring people around the world can extend their career in the midst of the technological disruption Industry 4.0 brings. And, importantly, that businesses retain the vaults of business knowledge their workforce contains.

The World Economic Forum’s 2019 Global Competitiveness Report highlights talent adaptability – that is, the ability of their workforces to contribute to the creative destruction process and cope with its disruptions – as “critical to enhancing productivity”.

Similarly, Deloitte’s Global Manufacturing Competitiveness Index (GMCI) agrees, with its 2016 global CEO survey listing talent as the main driver of global competitiveness, followed by cost competitiveness and worker productivity.

Interestingly, the biggest opportunity for companies and, in particular, their leaders is to think differently: to change their attitude. As researcher, Brené Brown, who shot to fame in 2010 with her TEDxHouston talk on vulnerability, says, “Vulnerability is the birthplace of innovation, creativity and change.”

The only way to challenge how a company does business, supports its people and develops truly creative solutions, starts with its leaders being open to ideas. And, more often than not, the really great ideas come from the people doing the doing: who are working hard for the company and want to see it succeed.

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ACROSS CRYPTIC CLUES 7 Endlessly deadened with artist’s learner 8 Does he cook cakes or books?

9 The end’s nigh originally for decimals 10 The French/Australian police force has to jump 13 Botany for the queen is a flora receptacle 14 Kill the alien and find some glass!

15 Partly recollect the glowing coals 16 Touched the material?

19 Idling in the car while being impartial 21 The loft is there at the spasm 22 Sounds like the issue is an extra one 24 Liable or lying?

26 Income on investment in New Guinea is sure to be diverting 27 A group of dolphins or mouthful of peas?

DOWN CRYPTIC CLUES 1 The desk in the office 2 Little Margaret helps put the washing out

3 Sounds like the insect is on the run 4 King George’s fruit makes him wrestle 5 A fuss about a party 6 The taste sounds like a painter’s board 10 This instrument sounds like it’s worth something 11 A quiet baby’s toy makes a noise?

12 A wind instrument loses its net to get a wine 14 See the stove? It’s run by witches!

16 The pilot starts for lovers in engagement rings 17 The soldier met the journalist and studied at uni 18 The country where bad French meet a Women’s Institute 20 Didn’t start curving, so finishing instead 23 Start the real excellent ending in a woody plant 24 The wedding attendant turns a leaf 25 It’s isn’t off at midday

ACROSS STRAIGHT CLUES 7 Digit 8 Author ------- Kipling

9 Decimal figure 10 Bound 13 One who sows 14 Recycled glass 15 Red hot coal remains 16 Soft material 19 Non partisan 21 Loft 22 Publication issue 24 Liable to do something 26 Intriguing 27 A natural pea container

DOWN STRAIGHT CLUES 1 Office 2 Holds clothes on the line 3 Escape 4 Wrestle 5 Much … About Nothing, Shakespeare 6 Roof of the mouth 10 Stringed instrument 11 Talk a lot 12 Shade of red 14 A group of witches 16 Aviator 17 Studied tertiary subjects 18 African country 20 Finale 23 Woody plant 24 Sheet of a document 25 Midday

ANSWERS ON PAGE 2

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AROUND THE WORLD

HUNGRY FOR SUSTAINABILITY Anyone who uses the Uber Eats app would agree the convenience economy is thriving. Take the flourishing meal-kit industry, for example, that involves shipping a recipe, and the ingredients required to make the meal, to your door. A recent National Geographic article estimated the industry’s value at US$1.2 billion, with further predictions that it will quadruple in size by 2023.

While this high-demand, and highly disposable, model of consumption is great for business, it also presents a challenging side-effect from a packaging perspective – how to meet that demand quickly and at minimal expense.

Single-use solutions, usually involving plastic materials, have long been relied on to maintain the

“ The brand’s delivery service feeds into the circular economy by first using reusable glass jars for many of its meals and, second, by not only dropping off food but picking up used packaging as well to be reemployed in the delivery process. ”

balance of demand and profitability. But, as the groundswell against wasteful packaging increases, more businesses are exploring sustainable alternatives. The challenge they inevitably have to confront is how to maintain robust packaging that protects their goods and continues to showcase the brand’s image.

One business motivated to not only improve the health of its customers through clean and nourishing pre-prepared food, but remain committed to using sustainable packaging as well, is Methodology.

Methodology’s founder, Julie Nguyen was raised in California, US, by her Vietnamese mother, and grew up eating fast and processed food because her mum believed it was healthy.

After a series of health issues in her early twenties, including insomnia, asthma and chronic eczema, Julie started prolifically researching different food and nutrition philosophies to understand how her diet was impacting her health.

The results were dramatic, in a good way, and led her to create Methodology, which is described as a lifestyle and wellness brand committed to ending autoimmune and lifestyle disease by using food as medicine.

The brand’s delivery

service feeds into the circular economy by first using reusable glass jars for many of its meals and, second, by not only dropping off food but picking up used packaging as well to be re-employed in the delivery process.

Contrary to the current linear economic structure used globally – often referred to as the ‘takemake-waste industrial model’ – a circular economy sees materials flow within

rather than through our economies. That is, finding innovative ways to reuse, recycle or re-engineer materials, rather than simply dumping them in landfill when we’re done using them once.

According to a recent report by Accenture, moving to a circular economy will help unlock US$4.5 trillion in global growth potential for the consumer electronics and plastics packaging sectors alone.

Methodology’s philosophy is an example of the rise of not only reusable glass packaging, but the concept of completely rethinking packaging solutions and even entire supply chains.

And, lucky for them, their sustainable practices have a strong chance of being very profitable as well, with a global survey

by Accenture earlier this year confirming around 70 percent of respondents are buying more environmentally friendly products than they were five years ago, and 81 percent expecting to buy more over the next five years.

Similarly, a recent global online survey by Nielsen found 81 percent of respondents felt strongly that companies should help improve the environment and 73 percent of consumers would definitely or probably change their consumption habits to reduce their impact on the environment.

There is clearly a huge opportunity for us to continue supporting customers in achieving their sustainability strategies, particularly during product design.

It’s at this point, typically, that product features are developed to meet cost and performance requirements, but not sustainability measures.

Yet, as Accenture highlights in its research report on competitive agility, it’s at this stage that more than 80 percent of a product’s environmental impact is established.

What’s clear in the case of Methodology, is that glass packaging will continue to have role in the future of a sustainable consumable goods industry, but the opportunities for how that role evolves are limitless.

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Printing: Southern Colour Stock images courtesy of 123RF

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