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britglass.uk

ICF Technical Exchange Conference Weiden – October 2006 David Workman – Director General. www.britglass.org.uk. The Presentation. State of the UK glass industry British Glass – what does it do? British Glass 2000 British Glass 2006 Lessons Learned. UK Glass Industry. The good news:-

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  1. ICF Technical Exchange Conference Weiden – October 2006 David Workman – Director General www.britglass.org.uk

  2. The Presentation • State of the UK glass industry • British Glass – what does it do? • British Glass 2000 • British Glass 2006 • Lessons Learned

  3. UK Glass Industry The good news:- c €3 billion of investment 1996 – 2006. Two new container plants – Quinn Glass. Two new float glass plants - Saint Gobain - Guardian One new insulation fibre plant – Knauf. Growth markets – container, flat, insulation fibre. Growth in overall tonnage. Improved recycling performance.

  4. UK Glass Industry The bad news:- Gas and electricity prices up by 300% 2003 – 2006. Raw material and transport costs up. Costs of environmental compliance measures growing. Fierce competition in all sectors. Import penetration. Result – profits being drained from the industry.

  5. UK Glass Industry Famous names have gone. - Corning Optical Fibre - LG Philips - NEG - SLI - Practically the whole of the domestic/crystal sector - Edinburgh (in administration) - Caithness (in administration) - Heron Crystal - Stuart Crystal Nett employment down c6,000 2003 - 2006

  6. UK Glass Industry (2005)

  7. British Glass – What Does It Do? British Glass acts as the voice and face of the UK’s glass industry in its dealings with regulators, legislators and NGO’s in Europe, Westminster and the UK’s regional assemblies. Through its subsidiary, Glass Technology Services, it offers a range of consultancy, analytical and environmental services both to members and non-members.

  8. British Glass Based: Sheffield Employees: 40 Turnover: £2.1 million Members: 92

  9. British Glass Activities BG Manufacturers Confederation Energy & Environment Health & Safety HR/Training Information/Research Packaging Directorate UK & Europe Glass Technology Services Consultancy Projects Product Performance Analytical Environmental Monitoring Worldwide

  10. Council F & G P Environment & Energy E & E Steering CCNA Board IPPC Sounding Board Materials Supply Special and Scientific Domestic Health & Safety plus Working Groups HR/Training plus Working Groups Flat Container BG Committees Container PAC PAC Steering Market Research Technical Packaging Technical Directors Forum

  11. BG Focus Member Focus - Markets BG Focus – Legislation CPIV FEVE GEPVP ESGA EDG ICF Packaging Construction Automotive Crystal Scientific Telecoms Optical Home Insulation Electronic – Lighting Domestic / Tableware Electronic - White Goods EU UK Government UK Glass Industry Trade Association Local Authorities Regional Assemblies Government bodies, Regulators, NGO’s, Pressure Groups Results Tangible Results Intangible

  12. The Legislative Challenge H&S Legislation EU Emissions Trading REACH (Chemicals Directive) Air Quality Framework Directive Climate Change Program Thematic Strategies IPPC Integrated Product Policy Occupational Exposure Levels UK Glass Ind Groundwater Quality Regs Working Time Directive Lead/Heavy Metals Physical Agents EOLV WEEE Energy Performance of Buildings Discrimination at Work Legislation Packaging and Packaging Waste Traceability

  13. British Glass Lobbying Strength. BG represents the whole of the glass industry. Most major issues are horizontal. Government has one point of contact. As a result we get invitations to sit on numerous Government advisory bodies.

  14. British Glass Lobbying - Alone and with other sectors to - Government Departments - Ministers - Members of Parliament (UK & EU) - Regulators - The Media - Influential NGOs

  15. British Glass 2000 BG - Losing money - No strategic direction - Operating out of run-down building - Equipment failures - No IT - Culture – rooted in academia - No commercial realism - Little or no lobbying As a result members had lost confidence and saw no value in continuing to support BG.

  16. British Glass 2000 - 2006 • New Premises - Built to our specification • New organisation - Fresh blood • Cultural change - Value/profit orientation - Training and appraisal schemes introduced

  17. British Glass 2000 - 2006 • Return to sustainable profit - Development of GTS services to meet industry needs - Improved management/ reporting systems - Long-term consultancy projects – WRAP, M.O.D, Carbon Trust 5. Investment in GTS - SEMs, XRFs, stack monitoring equipment to broaden our customer base.

  18. British Glass 2000 - 2006 6. I.T. - Rationalisation of system - New accounts package - Re-vamp of data bases - Data collation systems (C.C.A’s) - Remote access

  19. British Glass 2000 - 2006 7. Communications - Re-vamp of web site with members section - Set up intranet - Reintroduced annual review - Re-vamped quarterly Looking Glass Magazine - Introduced quarterly sector e-bulletin

  20. British Glass 2000 - 2006 8. Quality Systems - ISO 9001 - ISO 14001 - UKAS – ISO 17025 - Mcerts 9. Developed Core Competancies - Energy and Environment - Health & Safety (plus glaziers) - Employment/Training - Information Office

  21. 10. Alliance Lobbying - CPIV in Brussels - The Trade Unions - Other Industrial Sectors - Parliamentary Groupings British Glass 2000 - 2006

  22. British Glass Results • Sustained profitability • Quantifiable benefit to members - CCA rebates - EUETS Phase Two Allocations - Reduction in accidents - Government funding for industry • Higher profile in Government – both in London and Brussels • Highly motivated, well trained and commercially aware staff • Members who now see BG as an asset – not just a cost

  23. British Glass – Lessons Learned • The glass industry is more influential if it operates as one and in active alliances with others. • T.A.’s need to be value/profit focussed. • T.A.’s need to lead opinion. • T.A.’s need to be trusted – integrity is imporant. • T.A.’s need to communicate on a number of different levels both with members and those that need to be influencial. • If you put the right people into responsible positions, empower them and encourage them you will get positive results.

  24. British Glass – Lessons Learned BUT YOU MUST KEEP TELLING THE MEMBERS HOW GOOD YOU ARE AND QUANTIFY THE BENEFITS IN HARD CURRENCY.

  25. THANK YOU FOR YOUR ATTENTION

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