Fuji Xerox Aim for Zero Waste
About the Organisation
Type of business
Document Solutions/Printers/MF Devices/Software
Main products or services
Number of staff (full-time employee equivalents)
450 nationally (160 are based in Auckland)
Number of sites you operate from
15-20 sites across the country
How long have you been in business?
1964 the company came to New Zealand.
What is your main market?
Local business and home offices.
What are the main factors that influence your business?
Information management and distribution trends.
About the Initiative
Type of Initiative
What did the initiative involve?
The main activities involved the implementation of a copier cartridge return and
recycling process which has grown over time to take account for all product lines to reach
their goal of zero waste to landfill.
How was the initiative started within your organisation?
Initially the initiative was driven by a desire to reduce waste and improve cost
efficiencies but was also encouraged by customers and through growing public demand
for environmental practices.
Who planned the course of action to establish the initiative?
The focus came 6 years ago from the Managing Director and as the program developed
Fuji Xerox Head Office in Japan provided supporting programmes to assist with quality
and performance monitoring. The business model used today involves annual plans,
performance targets and KPI¡¦s such as profitability, cost per copy, cartridge yield, output
Who was involved in making the initiative happen?
The programme is now managed by Rob Dean, the Recycling & Refurbishing Manager.
What else was required to make it happen?
Rob Dean works closely with the following areas of the business:
„« Transport division
„« Contact Centre
„« Office Supplies Division
„« Local cartridge re-manufacturing company
A strong relationship has been developed with a local cartridge remanufacturing
The programme has required the development of good management systems, including
the cartridge return process.
When was the initiative implemented?
The programme was launched 6 years ago with the last 3 years seeing the most growth.
Over time is the initiative still going? At the same level/decreasing/increasing?
The programme has been growing rapidly and will eventually take into account all
Benefits to the company
What were the cash savings associated with this initiative?
Approximately $2m saved each year and this is projected to expand to $3-4m within 4
April 2003 saw savings of $160,000 with 17% of total spare parts issued being recycled.
What is the expected payback period?
Due to the outsourcing of the cartridge refurbishment the costs are now recovered almost
immediately. This is based on the costs saved by the locally (refurbished) cartridge versus
the cost of a new (imported) cartridge.
What, if any, additional business opportunities were identified?
The company is now working towards ISO 14001.
Benefits to the environment
What are the environmental benefits associated with the initiative?
The company is aiming for zero waste to landfill. To date they have reduced waste to
landfill by 50%. e.g.
„« Saving 22,000 cartridges going to landfill, which is approximately 66,000 kilograms.
„« The recycling of old machine bodies reduces waste to landfill by 70% (this is done
through Sims Pacific who pay to take the higher quality metals away).
Less energy used e.g.
„« Included in all machines are power saver mode (i.e. machines go to stand-by mode
when not being used therefore reducing consumption significantly)
„« As part of internal energy saving programme the I.T. dept. email a flag reminder to
staff to turn off computers at the end (making regularly savings for the company).
Note: The fact that the recycled/ refurbished cartridges perform as well as the new ones
has helped to improve the public perception of the recycled product brand.
Benefits to society
What are the social benefits associated with the initiative?
Creation of local jobs (refurbishing plant staff). The potential for growth in this area is
huge, especially when all product lines are taken into account.
Were they any barriers that needed to be overcome in initiating this project?
At the outset support for the programme was nominal however once the program
generated savings >$0.5m there was plenty of support, which meant support at Managing
Director level made sure any blockages we¡¦re easily removed.
Trying to fit the program into existing processes and systems.
Getting buy-in was not a significant problem for long as costs were always low and
payback was quick. The recycling initiatives started small, have grown rapidly, and
continue to evolve. Now there are minimal costs involved in making $0.5m savings.
Advice to others
What advice would you give to other businesses wanting to undertake similar
Suitability of action to business type
Once Fuji Xerox started thinking of waste and recycling in this way many more
initiatives and benefits were uncovered. It is a constantly evolving process which has
Recommendations for planning
Do your homework!
In the case of using recycled material quality is the number 1 priority.
It is very important to Fuji Xerox to ensure that the Xerox brand is not compromised in
any way and must always be synonymous with high quality and performance.
Recommendations for implementation
Monitoring is essential: Fuji Xerox are a service provider so have comprehensive records
of the number of copies (i.e. pages) they provide to clients and direct correlation with the
quantity of cartridges sent out, volume of toner used, weight of cartridge on return etc. As
a result it is easy to monitor performance and quickly identify areas for improvement.
Contact Person Rob Dean
Address PO Box 5948 Auckland.
(09) 356 8363