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4/2012 (8) JESIEŃ

EUROWATER Spółka z o.o. EUROWATER Spółka z o.o.Ul. Izabelińska 113, Lipków ul. Mydlana 1

PL 05-080 Izabelin (Warszawa) PL 51-502 Wrocław

Tel.: +48/22/722-80-25 Tel.: +48/71/345-01-15

info@eurowater.pl

www.eurowater.pl

Jakość piwaJakość wody

Począwszy od wody jako głównego składnika piwa, przez wodę do

mycia kadzi, aż po wodę do zasilania kotłów, nasza szeroka gama

urządzeń zapewnia spełnienie wszystkich wymagań stawianych

wodzie dla przemysłu browarniczego. Uzdatniamy wodę od 1936

roku. EUROWATER posiada wiedzę i doświadczenie oraz dysponuje

technologiami pozwalającymi projektować optymalne stacje

uzdatniania wody.

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EDITORIALSkłodowskiej-Curie 42 street

47-400 Racibórz, POLANDtel. +48 32 726 79 47, fax 32 720 65 85

redakcja@bitubi.plPROGRAMME BOARD

Lech MaryniakAdam Pawełas (Carlsberg Polska)

Ireneusz Plichta (ProEko)prof. Janusz Wojdalski (SGGW)prof. Zygmunt Zander (UWM)

EDITOR-IN-CHIEF Aleksandra Wojnarowska mobile: +48 535 094 517

SECRETARY OF EDITORIALJanusz Zakręta, mobile: +48 608 664 129

contents2 140th anniversary – The brewery in Elbląg

4 Smoke-fl avoured bock beer from Szczecin Interview with Andrzej Miller

5 The Baltic Porter Rafał Kowalczyk

8 One Very Green. The brewery in Elbląg

8 Cheese inventors SM Spomlek

9 You don´t just fi nd bags of money lying in the street

Interview with Tadeusz Remiszewski

9 Blue cheese from Skalmierzyce Lazur

10 Water footprinting in the dairy sector Jan Marjanowski, Jarosław Ostrowski

14 At “Budny´s”

14 Once a year in Elgiszewo

16 Production of non-alcoholic beverages in an economical-ecological system

Lech Maryniak

22 Polish adulterated food Urszula Wieteska

24 Unilever Invests in the Environment Janusz Zakręta

We take great pleasure in delivering to our readers this bilingual issue of Agro Industry. The growing interest of non-Polish speaking readers in our magazine

encouraged us to take up this challenge. The magazine will be published in a bilingual format for such occasions as international fairs and industry conferences.

My friend who works for a huge food corporation told me recently that his company has no intention of spending a single penny on creating a consumer culture or building consumer awareness. The cost of it should be moved somewhere else, while his corporation will just take advantage of market trends and, if necessary, take over and buy a small-size innovative production company. The series of dynamic changes in the Polish food market provides much food for thought. On one hand, there are small-size companies which, when implementing an innovative product, have to consider the serious risk of total failure. On the other hand, there are corporations that spend enormous amounts of money on marketing, and through large-scale production turn emerging trends into tangible profi ts. This is how it is. And this is the reason why we are so pleased to see successful small-size companies. A good example of this is the Lazur Dairy, which, in its plant in Skalmierzyce, has installed probably the most modern line for the production of blue cheeses in the world.

Meanwhile, shandy beers, mixtures of beer with lemonade or juice, have been successfully launched on the Polish market. The segment of special beers, which also includes fl avoured beers, is growing dynamically. The puzzling thing is whether beer mixed with lemonade or juice is still beer. Are the proportions important? Some Customs Offi ces cannot decide on this problem. Thus, the need for a precise defi nition of beer is increasingly urgent, as it would aff ect the level of excise duty, which is more favourable on beer than on wine or other alcohol.

Enjoy reading. We have made our best eff ort to provide you with relaxing and inspiring topics in this magazine. We eagerly await your suggestions and comments.

Aleksandra Wojnarowskaredakcja@bitubi.pl

DTP PROGRAFIKA.com.pl

TRANSLATIONwww.besttext.pl

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PUBLISHED BYAgencja Promocji Biznesu s.c.Skłodowskiej-Curie 42 street

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Editorial is not responsible for the content of advertisements and

articles prepared by independent authors. Editorial does not return

materials unordered.

Quarterly.

Edition: 2 000 copies

The Elbląg brewery, F. Dzierżyńskiego street (today Browarna street), late 1940s

140thanniversary

4 4 / 20 12 e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

b r e w ing i ndu s t r y

C enturies-long traditions were revi-

ved in 1872, when Towarzystwo Akcyj-

ne “Browar Elbląski” (“Elbląg Brewery”

Stock Company) was established and

bought “Angielski Zdrój” (“English

Spring”) manor from the town. Near

that site the Stock Company built the

brewery, which in 1888 was taken over

by the “Brauerei English Brunnen” (the

English Spring Brewery). This name

was kept until 1945.

The company embarked on

a huge expansion of the Elbląg brewe-

ry. In 1880-1915 beer output increased

from 5,000 to 85,000 hl. The “English

Spring” Brewery brewed many types

of beer: regular malt, caramel malt,

Bavarian lager, matured, Berliner

white lager, German pilsner, export

ale, German porter and bock beer.

In 1900 the brewery became the

offi cial supplier of beer for the German

emperor Wilhelm II’s court.

The Versailles Treaty had deva-

stating consequences for the brewery.

After the loss of markets and the esta-

blishment of the Free City of Gdańsk

beer production dropped to 34,000 hl.

However, smooth-running organization

and good beer quality allowed it to

regain markets in the east and south

of Prussia, as well as in Berlin. In 1923

production of lemonade and sparkling

water was launched here, besides beer

production.

The Second Wor ld War was

a period of low malt extract content

beer and mineral water production

for the mil i tary on a large scale

(about 300,000 hl in total per annum).

In the course of war operations

the main manufacturing buildings,

the brewhouse and the malt-house,

burned down.

After the war the first brew was

ready on 6 February 1946. The first

post-war beer was sold under the name

Eksport Bałtycki. In the 1950s brewing

equipment was replaced, the brewery

was modernised, and the Elbląg malt

house was rebuilt. Oak vats were

replaced with metal tanks.

Elbląg has always had propitious circumstances for beer production and consumption. Beer was known to the Teutonic knights, who in 1237 established a fortifi ed settlement on the bank of the Elbląg river. In 1309 Teutonic Master Siegfried von Leuchtwangen granted the town brewing privileges. The people of Elbląg relied for their brewing rights not only on the fi rst Teutonic privilege, but in later years primarily on Sigismund the Old’s privileges from 1526, and Sigismund August’s privileges from 1566.

h i s t o r y

english issue

Production line, 1960

Fermentation tanks, 2012

The brewery became a part of Grupa Żywiec in November 1998

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In 1959 the company decided to

expand the malt-house to 7,000 tonnes

annual production. In 1964 The Elbląg

Brewery and Gdańsk Brewery were

merged. In the 1970s a new brewhouse

was installed, and equipment in the

fermenting house, storage cellar and

fi lling line were replaced. In 1975 the

brewery’s output was 530,000 hl. In

December 1976 Specjal beer was

launched on the market.

1991 opened a new phase in the

hundred-year history of Elbląg brewing.

On 17 April, Elbrewery Company Limited

was formally established, with 51% of

shares owned by Australian Brewpole

PTY, and 49% by Zakłady Piwowarskie

in Elbląg. On 2 May 1991 Elbrewery Co.

Ltd. became operational. In 1993 the

company launched an entirely new beer

on the market, EB Specjal Pils, which

immediately gained clients’ recognition

and became the market hit of the 1990s.

The brewery in Elbląg remained

the fl agship facility of the dynamically

growing company. A three-year long

redevelopment of the Elbląg brewery

started at the end of 1993, resulting in

one of the largest and most modern bre-

weries in Poland. Elbląg brewers began

to use a modern brewhouse - a complex

of 34 unitanks used for the fermentation

and seasoning of beer - with a capacity

of 4,600 hl each; clear beer tanks, a new

fi ltering line, a KEG line, and a bottle

filling line, with production capacity

of 90,000 bottles per hour. The large-

-scale of the changes in the Elbląg

brewery is reflected by the fact that

in 1990 beer production amounted to

420,000 hl, and in 1997 as much as

1.93 million hl.

At the end of 1997, Elbrewery co.

Ltd., as one of the fi rst in the industry,

was granted the ISO 9001 quality

management certifi cate, through which

it confirmed that it was a part of an

elite group of companies following

international standards for quality

management. In the following years the

company was granted other certifi cates:

HACCP (Hazard Analysis and Critical

Control Point), and a certifi cate for its

Integrated Quality, Environment and

Safety Management System.

The brewery became a part of Grupa

Żywiec in November 1998.

After the period of reorganization and

changes, beer production at the Elbląg

brewery reduced in the late 1990s, but

then year after year the output grew

to reach, in 2008, a record-breaking

production level of beer at 2,662,000 hl, of

which 1,767,000 hl was Specjal beer, the

strongest regional beer brand in Poland.

Today the Elbląg brewery has two

fi lling lines: a 0.5l bottle fi lling line with

an output of 90,000 bot/h, and a 0.5l can

fi lling line with an output of 28,000 cans/h.

Facilities for the production of beer at the

brewery cover an area of 6.5 ha.

The world class production and

logistics at the Elbląg brewery have

been recognized, and in March 2010 the

brewery received an award for the Best

Heineken Brewery of 2009 in the Region

of Central and Eastern Europe.

b r e w ing i ndu s t r y

When did you start your adventure with beer brewing?

I’ve been interested in home brewing

for over two years. I made the first

batches using Brew kits, hop-fl avoured

malt extracts. Then I soon realized

that the fl avour of such beer was not

satisfying me and I included the full

mashing process into my brewing.

My father Jerzy, who helps me brew

almost every beer, got this bug from me

very fast.

It must have been a great adventure...

More like experimental ground. We

did a test to fi nd out what the result

would be if we put certain malt into a

tun, add some other ingredients and

fl avour it with a certain hop. After a year

of experiments and coming to conclu-

sions, we opened another season with

an approach towards brewing stylish

beer and entered them in contests if

the results were successful.

Any success?In the fi rst contest we entered on 17

March in Szczecin I won 3rd place in the

green beer category.

The second contest we entered was

held in Wrocław, and our pilsner won

the second prize. In another contest

in Żywiec, recognized as the most

prestigious in Poland, my beers won

3rd prize in the AIPA category and 1st

prize in the Rauchbock category, and

was then awarded the title of Grand

Champion, the best beer of the contest.

Which means it will be brewed on an industrial scale at Bracki Browar Zamkowy

That’s right. I’m very pleased and

proud of this. There is no contest more

prestigious for home made beer in Poland.

What are your future plans?

At Pivaria, a Szczecin pub, together

with other home brewers, we organize

regular brewing workshops where we

show others how to make a tasty beer at

home. Through these workshops many

new brewers have got this passion from

us. Month by month this event enjoys

increasing popularity, and more and

more people attend it, wishing to learn

more about brewing, history and new

beer brands.

from SzczecinSmoke-flavoured bock beer

Each year one home brewer is credited with a special privilege: his beer is made on an industrial scale by the best brewers of Grupa Żywiec. This time Janusz Konieczny (CEO at the Cieszyn brewery) and Dominik Szczodry (head brewer) will again make sure that the prize-winning brew is tasted by as many beer drinkers as possible. We have talked to Andrzej Miler, this year’s Grand Champion, about home beer brewing.

What is so special about your beer?

This is an old-style bock beer and

refers to traditional brewing and the

malt making process. In the old days all

malt was more or less smoke-fl avoured,

because it used to be dried with smoke,

so beer was also more or less smoke-

-fl avoured. Today these brands of beer

are very rare on the market. They have

as many fans as adversaries. Some ad-

mire the excellent fl avour of dried plums

and other fruit, while others criticize their

unacceptable smoky mouthfeel. In my

opinion, this type of beer should be tried

at least a few times, because you simply

have to get used to its taste.

Andrzej Miler brewing 67,500 litres of Grand Champion, the best beer of 2012. After fermentation the Rauchbock beer, hardly known in Poland, was moved to underground maturation tanks at the brewery, where it will stay until mid-November 2012. Rauchbock, a smoke-fl avoured bock beer, is quite strong and substantial. It has an exceptional smoke and plum fl avour.

Grand Champion

6 4 / 20 12 e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.plenglish issue

Now, speaking of „porter” it is impos-

sible not to mention the other drinks

which go by that name. When in an

English-speaking country and asking for

a porter, you’ll get a dark and aromatic

brew with the alcohol content of about

5%, instead of a strong, warming beve-

rage. Brown Porter, as this is the drink

in question, is the direct descendant of

the former porter native to England. He

was also the inspiration for American

brewers, who nowadays brew a bit

more roasted drink called Robust Porter.

However our Baltic Porter has got very

little in common with its distant English

relative. The same goes for its other

relatives, because - as it turns out - not

only porter could have had an impact

on its fl avour profi le.

The Beer of PortersThe history of this English species

dates back to the 18th century, when

Polish was not yet widely spoken in

London pubs. It was customary back

then to mix three diff erent kinds of beer

from separate barrels. This blend was

known as „three threads”. In London,

where 23 diff erent beer kinds were on

off er back then, it often happened that

up to six beers were sold in one blend.

The blending was practiced primarily

out of economic concerns and it consi-

sted in mixing the low- cost, lighter and

weak, but rather heavily hopped beer

(called the two penny) with a heavy,

strong and sweet dark beer. This was

especially benefi cial to the less wealthy

consumers, who most often were

manual labourers and porters. Hence

the name of the drink - porter. The beer

was relatively strong, well within the

range of about 6.5 - 7%. It was dark,

strongly caramelised and very fi lling.

Manual labourers would treat a pint of

porter as a pick-me-up kind of a drink.

In 1722 Ralph Harwood, the owner of

the Bell Brewhouse in Shoreditch (East

London) decided to brew a malt which

would be poured from one barrel and

which would resemble in taste the

popular blend. It soon won recognition

among consumers and was hailed the

”Entire Butt”.

What Did The Other Porter Taste Like?

Of this we can never be quite sure.

Some darker malts were used in its

production, so the share of caramel and

malt fl avour had to be appropriately high

and characteristic of this type of beer. Its

modern successors are called Brown

Porters. The taste of these beers is indeed

distinctly malty with a hint of roasted

grain. They are often caramel fl avoured

with a hint of brown bread or even toast.

There are also chocolate fl avours, and the

American version of robust porter even

off ers coff ee-tinted and heavily smoked

blends. As this is a top-fermented beer,

you can also come across some esters, or

Rafał Kowalczykbrowarzyciel.pl

‚Porter Batycki’ is a strong brew and a very costly one to produce, which unfortunately cannot boast the same high drinkability as clear lagers. It’s known to the Polish beer industry players as ‚Pułkownik’ (the Colonel) which is a pun on the word ‚pó łka’, meaning ‘shelf’, for all that porter does is gather dust on shop shelves. Despite this, many breweries want to have a porter in their portfolio. Why would that be? Is it the ultimate tell-tale mark of high quality? Or is it because it’s good to evoke tradition and the regional treasure of the Baltic Porter?

T h e B a l t i cP o r t e r

74 / 20 12e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

b r e w ing i ndu s t r y

b ee r f l a v ou r s

e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

fruit fl avours, although they should not be

particularly predominant. The bitter taste

of gentian should only serve to off set the

sweetness of the beer and hop aroma, if

at all noticeable, should be only tasted

as a delicate hint in the background,

not by any means dominating the malt

character of the beer. The beer should

be semi-double, well fermented, with

an alcohol content of about 4-5% and a

brown colour bordering on ruby. It should

also have a good drinkability.

The Porter TravelsIt is also worth mentioning how

Porter made its way from the British

Isles to Poland and how it took on a

completely different style. Well then,

Great Britain was once really great –

huh! – even imperial great and it had

a lot of exotic colonies. So she would

export her brews to the remotest corners

of the world. The beers were brewed in

such a way to make sure that they can

last through the journey. Therefore, they

had to have a greater power, bitterness

and fullness. Among them there was

the porter and with it stout, a brew even

heavier and more roasted. By way of

the sea trade routes both brews found

their way to the Baltic states. Today it

is diffi cult to speculate which particular

brew had the greatest infl uence on the

taste of our porter. At one point the

exports from the UK ceased and the

local brewers, used to the taste began

to brew new beers resembling in taste

their English ”ancestors”. The creation

of a strong beer from a Baltic country

was in keeping with the market trends

at that time. Bock beer, especially their

double versions were widely available

on the German market at the time.

The Baltic Porter, modeled on the

English export versions, would meet

the expectations of customers from

the same segment as Doppelbock.

So What Does Our Baltic Porter Taste Like?

Nowadays, it is a bottom fermen-

ted brew, so you’d be hard pushed

to trace any esters in it. You will be

able to trace other fruit flavours,

namely all kinds of dried fruit. And

so, prunes, cherries and raisins will

be a signifi cant element of a porter

bouquet, however, they are not the

eff ect of the toil of yeasts, but a

consequence of a generous dose

of caramel that comes along with

darker malts versions.

Generally speaking, it is

thanks to the cooler bottom

fermentation that we may appreciate the

aromas derived from malt.

In addition to the outstanding malt

and caramel tone, you will also be able

to sense a great deal of smokiness. Since

this liquor has a very potent initial extract,

up to 22o Plato, the alcohol content

may reach up to 10%. With it the beer

comes out sweeter, but it should always

be well-balanced with the appropriate

level of acidity and a clearly heightened

bitterness. The latter one should have a

lingering heavy taste without being too

sharp and irritating at the same time. It is

a full and velvety brew. When mixed with

caramel, it becomes grater sharp and

leaves an unpleasant aftertaste.

Although the initial extract is rather

high, the beer can be qualifi ed to the

more fermented ones. At the end, the

brew is quite rich with a lot of body, but

you need to make sure it doesn’t have

too much of it, for it will turn too sweet

and fudgy. The liquor should be clear

and very dark, in fact, it can be so dark

that it may resemble the opaque stout.

Usually, however, it should be dark brown

with ruby refl exes. A real Baltic Porter

should take pride in its creamy, persistent

beige foam, corresponding in colour with

the brew.

To Brew a PorterIn order to achieve a full body and the

desired balance of fl avours and aromas,

we need to know the correct formula and

we need to follow it strictly. It might sound

like a “blindingly” obvious piece of advice,

but these conditions are prerequisite

if you want to brew a true porter.

Reality shows that a technologically

demanding drink can be also brewed

by means of „cutting some corners”,

Browarzyciel.pl

Is an independent company

operating within the brewing

sector, which offers formative

and advisory services.

It is run by Rafał Kowalczyk,

an experienced brewer and

a connoisseur of the brewing

culture and beer types. As an

expert sampler and sensory

evaluator, he has been an

adjudicator at many brewing

competitions over the years. He

is also a critic and a reviewer

of the beer market. And a coach

and lecturer at, among other

centres, Studium Piwa (The

Beer College). He has published

many articles on beers in

hobby magazines and the trade

press. Browarzyciel targets

professionals from the brewing

sector and the enthusiasts of

the “golden brew”.

8 4 / 20 12 e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

bee r f l a v ou r s b r e w ing i ndu s t r y

english issue

but just as you can not fool nature, so

it is impossible to deceive consumers.

Let’s start with the recipe and the myth

of the full-malt version. Recipes using

malt itself as a source of fermentable

sugars are respectable and can be an

interesting proposition. They will also

provide quite a challenge for the brewer,

and later on, quite possibly, for the

consumer too. The more malt, the more

dextrins and residual sugars, etc. As a

result, the beer can be under-fermented

and have a very sweet, wort-reminiscent

taste with too great a deal of caramel and

cloying malt. In the case of such strong

and full-bodied beers, you can surely

add a certain amount of sucrose to the

boiling vessel. You will be left with a lot

of diff erent fl avour components anyway

and the sugar, when so easily accessible

to the yeasts, will get fermented to such

a level of sweetness that will allow us

later to enjoy all the qualities of the brew.

The second crucial element are

the specialty malts. Porter should be

malty with a hint of caramel, and not

vice versa. Too many Cara specialty

malts may cause your beer to taste

like a caramel candy. I fully covered

this problem when describing bock

beers. Another significant aspect is

fermentation. The yeasts stressed with

the osmotic pressure may not work

properly with the brewer. Late start, poor

fermentation or premature cessation

of fermentation are the main threats

to the brewer, who might have chosen

the wrong strain of yeasts or applied an

inadequate amount of slurry.

Some breweries use a certain trick,

which not only reduces the risk of yeast

stressing, but also shortens the beer’s

maturation period. They brew a beer

which is extractively weaker but has

a strong taste of caramel, and then they

sweaten it just before bottling and pasteu-

risation - such a „Low Gravity” solution.

The eff ect of this procedure is disastrous,

as the beer ends up being artifi cially sweet

and usually far too caramelly, and it is not

matured in a balanced way.

The best proof of the fact that such

practices are indeed used, it is certain

little experiment. A late addition of

yeasts to some porters can reduce the

content of the fi nal extract by another

4-5OPlato (!). I’m not saying that when

the extract drops to 2 Plato, the drink

gets automatically better - God forbid!

But when we’re served a beer, which has

a further 6% of the extract by weight, then

it is rather easy to calculate that it gives us

30g of sugar in one bottle (more simply: it

is equivalent to about 6 teaspoons).

I could easily go on forever on how

it is and how it should be. However,

it is worth noting in conclusion that

Baltic Porter is one of the most diffi cult

beers to brew and certainly one of the

most expensive ones. The brewers

should, however, stick to the correct

procedures in the hope that the beer

will reward them back with its full fl avour.

Even though the Poles themselves

might call it the „Colonel” or the “Shelf

Warden”, the porter is appreciated by

many beer drinkers from around the

world and us Poles should be proud

of it and further treat it as our cultural

heritage. After all, we do not have too

many domestic beer styles.

We will publish a subjective ranking of the Baltic porters in the next issue.

boiling vessel. You will be left with a lot

of diff erent fl avour components anyway

and the sugar, when so easily accessible

to the yeasts, will get fermented to such

a level of sweetness that will allow us

later to enjoy all the qualities of the brew.

The second crucial element are

the specialty malts. Porter should be

malty with a hint of caramel, and not

vice versa. Too many Cara specialty

malts may cause your beer to taste

like a caramel candy. I fully covered

this problem when describing bock

beers. Another significant aspect is

fermentation. The yeasts stressed with

the osmotic pressure may not work

properly with the brewer. Late start, poor

fermentation or premature cessation

of fermentation are the main threats

to the brewer, who might have chosen

the wrong strain of yeasts or applied an

inadequate amount of slurry.

Some breweries use a certain trick,

which not only reduces the risk of yeast

stressing, but also shortens the beer’s

maturation period. They brew a beer

e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

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engineering for a better world

adve

rtis

emen

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24th-26th October 2012 r. – Spa Nałęczów

Partner of forumtechnology cheese

10 4 / 20 12

The Green Brewery Program is based on

the rule of 3 ”R”s (Reduce, Reuse, Recycle),

which boils down to avoiding the purchase

of unnecessary materials and then reusing

and recycling those already bought.

Its main objective is to reduce the costs

of unsorted waste disposal on municipal

landfills and the implementation of the

principles of waste recovery and disposal.

The main objectives of the program are to:

•     minimise the waste volume at the

source of its formation and to recover

as much waste as possible;

•     segregate waste in accordance with

the allotted code;

•     selectively collect waste (whose

formation could not have been preven-

ted) in especially isolated designated

areas in order to dispose of it safely;

•     consistently reduce the volume of

unsorted waste collected on the

municipal landfi ll;

•     quantitative and qualitative monitoring

of waste production;

•     train the employees and representati-

ves of the companies cooperating with

the brewery on their waste segregation

duties;

•     reduce the media consumption:

electricity, heating and water.

This program is implemented as a part of

the Global Strategy for Sustainable Deve-

lopment entitled „Brewing a Better Future”,

which aims at a continuous improvement

in the area of environmental protection and

the reduction of the impact the Heineken

breweries have on the natural environment.

Roman Korzeniowski Elbląg Brewery CEO:

Knowing that, as a production company, we have a huge impact on the environment, in which we are operating, obliges us to treat environmental

policy on a par with our business objectives and product quality policies. Since it is our duty to minimise the impact on the

environment, our daily operations involve certain practices, which are specially tailored to meet this objective. In the

field of environmental activities, the Elbląg Brewery is among the world´s best. We are one of the

leaders among the 140 breweries under Heineken brand operating

in 70 countries around the world.

One Very GreenBrewery in ElblągAs a part of the Green Brewery Program, carbon dioxide emission testing is conducted at every stage of production, bottling and transportation of products. One of the tasks at hand is to regulate waste management, which is achieved mainly by reducing waste volumes and seeking new technologies, followed by cooperation with organisations actively involved with waste recovery and recycling processes

b r e w ing i ndu s t r y

An unique on a national scale cheese project will soon start in Radzyń Podlaski. It will give a chance to taste products, which Polish market has never seen before. Construction of „Experimental cheese production line” – a new department of SM Spomlek, will be finished at any moment.

Small cheese production line, also known as experimental

or testing, will let create cheeses of unusual flavors, aromas and

shapes. A space that previously was used as a “yoghurt line”,

has been adapted for this purpose.

Experimenting with cheese was much risky so far, which is

why we were making such attempts rarely. The reason for this,

was large capacity of our main cheese line. The minimum amount

of cheese that we could produce, was one gyle – that is about

1200 kg - says Wojciech Styś, manager of cheese brewing unit of

SM Spomlek. The new, small cheese line will give us completely

new creative perspective. With the ability to produce a really

small batch of even several kilograms, we will try to make the

most daring flavor combination. – he added.

Cheeses produced by a new, „experimental” cheese line,

also create new marketing opportunities.

Small batch production allows us to respond quickly to

customer demands and signals coming from the market. What is

more, this flexibility allows to experiment with various additives

in search of those, that will strike a chord of connoisseurs – says

Marta Tomaszewska, Brand Manager of SM Spomlek.

Since Old Poland cheeses were released on the market,

Spomlek is heavily engaged in intensive efforts to expand

„cheese knowledge”. Due to the increasing popularity of serving

“cheese boards” as a stylish accent on parties or business

meetings, consumers are continuously looking for new and

unusual variations. Discussions with them during trainings,

trade shows and workshops were an inspiration to create the

small cheese line.

The added value of the products coming from the new

department, is that from the very beginning, they are created

only by manual work. These cheeses will set up a bridge between

the cheeses produced in an industrial way and traditional ones.

They are traditional, hand-made cheeses, and also the highest

quality products, made with keeping all, even the strictest

standards required by major manufacturers.

Cheese inventors

english issue

The ceremonial presentation of a state-of-the-art production line for LAZUR blue cheeses was organized at the end of August at the Lazur Dairy Cooperative in Nowe Skalmierzyce. The line’s design was based on the company’s in-house technology, which has been developed over many years.

Today Lazur is a pioneer in sliced blue cheeses, and

the only Polish producer of blue cheeses containing active

cultures of probiotic bacteria. The pre-packing and packing

process of Lazur’s cheeses is also innovative. ISSO 22000

and HACCP standards are strictly followed at the dairy plant.

Innovation is the way of thinking

Although the plant operates in a cooperative structure,

members were convinced to produce blue cheeses. Next to

the plant there is a small modern „Lazur” hotel, where chefs

serve excellent dishes with the addition of tasty local blue

cheeses. Małgorzata Gęsicka, deputy CEO of the cooperative,

says that tasting is the best way to advertise local products.

Superb chefs, able to make anything out of blue cheese, are

employed at the cooperative. And this idea works. People

come to the plant to buy their favourite ‘lazur’ cheese.

The number of interesting concepts implemented at

the Lazur Cooperative is truly surprising: hard cheese with

mould, sliced blue cheeses, and the company’s own hotel with

a special menu. Everywhere you look the place is clean and in

order. Excellent management can be seen at once.

Many prominent guests, friends and business partners attended the ceremony

Blue cheese from Skalmierzyce

You are a supporter of a strong association of dairy cooperatives, aren´t you?

Well, our substantial problem is that if

we do not offer our products to a commercial

network for next to nothing, someone else

will do it in no time. I believe that – taking

Finland for a role model here – at any given

time there should be only one representative

elected to talk to the buyers. Also, if we were

to purchase all the extras and packaging

together, we would stand a chance of

negotiating some better conditions.

Is the situation that bad?

Nowhere else in the world have

I seen such a solution that would have two

Portuguese men owning 50% of all trade in

one country. In order to develop viability of a

production unit, you should avoid investing

too much. And then you have all these

shelf-space and newsletter fees. It can´t go

on like that much longer.

Have you considered concentration?

Many a time. There have been several

meetings on that subject held in Siedlce

alone. But what is needed here badly is

a healthy dose of self-preservation instinct,

which we re often running short of. During

such meetings both parties should also lay

all their cards on the table. Unless every part

involved is honest in such a situation, the

right decisions cannot and will not be taken.

But not everything depends on a company policy, does it?

Well, of course, we form a part of the

global market. Once a year the farmers in

Canada determine milk procurement prices

with their government, which are then valid

throughout the year and can adversely affect

our situation in Poland. In addition, our

country is characterised by the instability

of both regulations and exchange rates.

You and your company have gone through a period of transformations. What´s your take on today´s market?

Back then, just as today, there were

some anomalies on the market. Back then,

however, the interaction between different

cooperatives worked much better than it

does nowadays. We would exchange pro-

ducts or milk for some equipment; we would

lend each other pumps, steel and hydraulics.

Today we re facing other challenges. I am

fully aware that I´m in no position to fix the

entire world, but I´m seriously afraid that

we re in for a replay of a sugar and meat

market crisis. The young players would

like to quickly feast on prosperity, whereas

meanwhile, you don´t just find bags with

money lying in the street. Either you give it

some good old elbow grease, or it all comes

to nothing.

So the city of Siedlce is definitely banking on cottage cheese production?

Wherever you look in Poland, you

see some cottage cheese plants. They re

everywhere! We ourselves produce over 2

000 tons of cottage cheese annually – and

we want some more!

Modern production lines allow us

to supply the goods to the commercial

networks. Ultra-filtered skim milk cottage

cheese production seems to be holding

a lot of promise too.

What´s the most difficult aspect of managing a dairy cooperative?

Managing a dairy cooperative means

managing people. If you are a human being

in your conduct towards others, they will

pay you back with the same.

Interview with Tadeusz Remiszewski, the CEO of OSM (Regional Dairy Cooperative) Siedlce

You don´t just find bags of money lying in the street

24th-26th October 2012 r. – Spa Nałęczów

Partner of forumtechnology cheese

24th-26th October 2012 r. – Spa Nałęczów

Partner of forumtechnology cheese

of money lying in the street

Jan Marjanowski

CBW UNITEX Sp. z o.o.

Jarosław Ostrowski

CBW UNITEX Sp. z o.o.

Table 1.

Average water consumption depending on the continent

RegionPercent of the world’s

population (%)Share in global water

consumption (%)

Total average yearly water consumption per

person (m3)

Yearly average household water consumption (m3)

Daily household water consumption (dm3)

Africa 13,0 5,8 291,14 17,47 48

South and Latin America 8,6 4,6 346,15 65,77 180

North America 5,1 18,2 2316,13 324,26 888

Australia and Oceania 0,5 0,80 1100,00 165 452

Asia 60,9 57 606,76 60,67 249

Europe 11,9 13,6 731,51 109,73 300

All over the world, the degree of

water shortage varies depending on

the geographic location. Water is most

scarce in the countries of the global

South. This problem is also pressing in

European countries, including Poland,

which – next to Denmark – is in the

most unfavourable situation. Problems

with water in agriculture have also

appeared in Spain and Portugal. Water

is a part of every production process,

especially in agriculture and in food

processing. We need it for cattle

farming, for milk powder production,

but also for cereal and fruit cultivation

and for cotton production. The amount

of water required in every process

depends on the location. Climate and

cultivation methods are the two most

important factors, and water used in

agriculture represents 70% of the total

water consumption worldwide.

Below, Table 1 shows the avera-

ge water consumption on different

continents. One must also take a look

at personal water use and ask oneself

whether and how it infl uences global water

consumption. Do our eff orts at household

water conservation really contribute to a

decrease in overall water consumption?

Table 2 presents the structure of

household water use as an inspiration

to seek water conservation measures

when planning a personal reduction in

water consumption.

Water footprint definitionsIn order to compare the water con-

sumption associated with various products

and processes, not just industrial ones, it

became necessary to develop an indicator

for comparisons – so that we know, for

example, how much water is needed to

produce a glass of milk and 1 kg of beef

in the entire process of manufacturing the

product, from beginning to end (from the

cradle to the grave). The situation beco-

mes more complicated when this water

consumption depends on environmental

conditions, the geographic location and

on many other factors. Thus, in 2003 John

Allan developed the concept of virtual

water, the so-called water footprint.

The water footprint of a person,

business, city or country is the sum

of water used directly or indirectly to

produce the goods and services which

we have consumed. It comprises:

•     use of local water resources,

•     use of global water resources.

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mi l k i ndu s t r y

media manag ement

12 4 / 20 12

The world’s water resources are constantly dwindling, while demand for water is increasing, particularly in industrialized countries, and doubles, on average, every 20 years or so. Water resources are continually shrinking. The causes are myriad: global climate warming, extensive pollution of seas and rivers with industrial and communal waste, as well as constantly growing consumption of goods and services, the production of which requires water.

Water footprinting in the dairy sector

Based on: http://encyklopedia.interia.pl/tabela.html?sc=img.interia.pl/encyklopedia/nimg/woda.csv&o=Zu%BFycie%20wody%20 na%20%B6wiecie%20(2002)

english issue

Table 2.

Structure of water consumption for personal uses. Based on: http://www.psm.pila.pl/porad_techn_03.html

The average person drinks from 2 to 4 litres of water a day, but producing enough food to satisfy the daily needs of one person consumes from 2000 to 5000 litres. 1500 litres of water are needed to produce 1 kilogram of wheat grain and 10x more to produce 1 kilogram of beef. Thus, in order to maintain an adequate water supply for today’s world population of 7 milliard people, not to mention the 9 milliards expected in 2050, FAO recommends, above all, water conservation practices in agriculture and limiting meat production.

Structure of household water consumption

Water consumption l/person/day

Water consumption l/person/month

%

Drinking and cooking 4 120 3

Washing dishes 12 360 10

Washing the body 12 360 10

Bathing 33 990 26

Flushing the toilet 38 1140 30

Washing clothes 18 540 15

Cleaning 8 240 6

Total 125 3750 100

According to statistics, the average

Dutchman uses 2.3 million litres of

water a year, in other words – 6300 litres

a day. He obtains just 11% of this huge

amount of water in his own country; the

rest arrives in the Netherlands in the

form of products grown or manufactured

in other countries, where the water

necessary for their production had to

be expended.

The empirical water footprint is

a multidimensional indicator which

shows:

•     the amount of water used in pro-

duction,

•     the type of water used (rainwater

– rain, snow, surface water, groun-

dwater, and the amount of polluted

water – wastewater),

•     the place (location) of use,

•     the time period of use.

The water footprint issue refers

to the resources (in other words, the

shortage) of water intended for human

activity and is a basis for discussion

about the distribution of available water

resources with reference to specific

uses and to balanced, fair and effi cient

water use.

Furthermore, it is possible to show

how producing goods and services on

the level of a specifi c drainage basin

(river, drainage divide) infl uences the wa-

ter footprint and to develop a strategy to

reduce the negative infl uence of human

activity on natural (water) resources.

The empirical water footprint is

a multidimensional indicator that shows

the amount of freshwater used and the

amount of polluted water generated

during the manufacture of a given

product (milk, cheese, whey), defi ned

with regard to time and place during the

entire production cycle of the product.

For example, in the case of a cup

of coff ee, ready to drink, one needs to

take into account:

•     the vegetation of coffee plants

(water from the earth + rainwater,

evaporation),

•     harvesting coff ee beans (agriculture),

•     drying, packaging, transport,

•     sorting, packaging, distribution,

transport,

•     cooking water (the water footprint

of electric power),

•     sugar for coff ee (the water footprint

of sugar),

•     milk for coff ee (the water footprint

of milk).

The water footprint for a portion of

coff ee depending on the specifi c loca-

tion (sum of partial uses) is calculated

taking into account:

•     coff ee from Africa, Brazil, etc.,

•     sea transport (water footprint of the

ship), land transport (water footprint

of the lorry),

•     coffee bean roasting plants (e.g.

Gdynia),

•     tap water (e.g. Warsaw),

•     sugar from Garbów Lublin (the water

footprint of Garbów sugar),

•     milk from Mlekovita (the water

footprint of Mlekovita milk).

The water footprint for various

drainage basins depending on their

location is as follows:

•     blue water is natural water (rainfall,

groundwater, etc.) used in industrial

processes;

•     green water is water used in agri-

culture – including evaporation into

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Water footprinting in the dairy sector

Figure 1.

Interplay between water footprints in the water drainage basin

Rys. 2.

The percent shares of partial water footprints in the total water footprint in the process of producing 1 litre of milk

85%

7%8%

1000 litres of water 1 litre of milk1000 litres of water 1 litre of milk

14 4 / 20 12

the atmosphere, capillary action in

the soil (natural – evaporation from

the soil and from plants, fl ows from

one drainage basin to another, and

artifi cial – e.g. the cooling towers of

power stations where electricity is

produced);

•     grey water in the form of waste is

irretrievably lost (dairy wastewater,

cow dung).

Various situations may occur here:

grey water irretrievably lost from one

drainage basin will, after wastewater

treatment and return to another drainage

basin (river), become blue water again.

The interplay between partial water

footprints for a drainage basin is shown

in Figure 1.

Below are the water footprint values

for selected food products, showing

how much equivalent water is needed

to produce them:

•     1 cup of tea – 35 litres

•     1 cup of coff ee – 140 litres

•     1 glass of orange juice – 170 litres

•     1 tomato – 13 litres

•     1 apple – 70 litres

•     1 potato – 25 litres

•     1 egg – 135 litres

•     1 glass of milk (0,2 l) – 200 litres

•     1 slice of bread – 40 litres

•     1 hamburger – 2400 litres!!

Figure 2 shows the percent shares of

partial water footprints in the total water

footprint in the process of producing

1 litre of milk.

The water footprint in dairy production

The water footprint of 1 litre of

milk is 1000 litres of water (as a global

average). Out of those 1000 litres of

equivalent water:

•     green water represents 85%, i.e.

850 l,

•     grey water represents 8%, i.e. 80 l,

•     blue water represents 7%, i.e. 70 l.

Calculating the water footprint

for different dairy products is very

complicated. It requires determining

water consumption on a local level, as

well as taking into account direct and

indirect water consumption.

Indirect water consumption includes

e.g. production of electric power – water

condensation in the turbine. The blue

water footprint, in turn, will be water

evaporation in cooling towers.

Indirect consumption of water from

natural sources:

•     green water footprint – water evapo-

ration from the soil,

•     grey water footprint – cow dung.

Direct water consumption (local

consumption – the dairy):

•     blue water – withdrawal of surface

water and groundwater,

Precipitation

Evaporation, not related to production

Drainage basin area

Soil and vegetation Runoff on a local level

Loss, difference Reversed streamRunoff from the drainage basin

Production related to evaporation

Water contained in products

GREEN WATER FOOTPRINT BLUE WATER FOOTPRINT

GREY WATER FOOTPRINT

Production related to evaporation

Water contained in products

Water transport to another drainage basin

Green and blue water footprint depending on the water balance for the given drainage basin

Precipitation

Evaporation, not related to production

Drainage basin area

Soil and vegetation Runoff on a local level

Loss, difference Reversed streamRunoff from the drainage basin

Production related to evaporation

Water contained in products

GREEN WATER FOOTPRINT BLUE WATER FOOTPRINT

GREY WATER FOOTPRINT

Production related to evaporation

Water contained in products

Water transport to another drainage basin

Green and blue water footprint depending on the water balance for the given drainage basin

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mi l k i ndu s t r y

media manag ement

english issue

15

Instead of turning off the tap, we can save more water by reducing our meat

consumption, e.g. from 7 to 3 times a week, and by implementing new

energy- and water-saving technologies

4 / 20 12

Table 3.

Blue water consumption and water footprint for skim milk powder produced in Australia, and transported to the destination port in Japan (after: R. Ridoutt, J Dairy Sci 2010).

•     blue water footprint – water evapo-

ration in cooling facilities,

•     blue water footprint – water in the

milk and other products,

•     grey water footprint – polluted

water (wastewater that ends up in a

wastewater treatment plant).

Things to rememberThe world’s water resources are

limited and unevenly or unfairly distri-

buted. Since technologies for seawater

desalination and purifi cation of polluted

water are costly, humanity has no

choice: prudent water management is

slowly becoming our “to be or not to be”.

According to FAO (the UN agency

responsible for food and agriculture), the

average person drinks from 2 to 4 litres

of water a day, but producing enough

food to satisfy the daily needs of one

person consumes from 2000 to 5000

litres. 1500 litres of water are needed

to produce 1 kilogram of wheat grain

and 10x more to produce 1 kilogram

of beef. Thus, in order to maintain an

adequate water supply for today’s

world population of 7 milliard people,

not to mention the 9 milliards expected

in 2050, FAO recommends, above

all, water conservation practices in

agriculture and limiting meat production.

In order to maintain suffi cient water

resources for the next generations, we

need knowledge about the quantities of

water used to produce diff erent goods

and services (familiarity with the water

footprint) and awareness of the need

to introduce water-saving measures in

production processes, either by cutting

down on water use or by implementing

multiple use water systems. One exam-

ple may be the UNISHER technology

implemented by the UNITEX company

from Gdańsk in the production of milk

or whey powder.

Mahatma Gandhi, who, as a political

leader, made do with a single basin of

water for his bath, used to say: “be the

change you wish to see in the world”.

The change may be small and gradual,

suited to our means, but it should also

be carefully thought out and based on a

broader view of the situation. Thus, the

authors postulate that instead of turning

off the tap, we can save more water

e.g. by reducing meat consumption,

say, from 7 to 3 times a week, and by

implementing new energy- and water-

-saving technologies.

e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.ple - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

ItemBlue water

consumptionWater footprint

Total 104 l/kg15.8 l of H2O

equivalents/kg

Contribution (% of total):

Inputs to farming 19% 81%

Water use on farm 87% 12%

Milk collection < 1% < 1%

Dairy product manufacturing - 6 % 5%

Packaging < 1% 2%

Transport to destination < 1% < 1%

da i r y i ndu s t r y

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r e l a t i on s

For several years now the Karbówko Centre in Elgiszewo has been a generous host for all the clients of the CSK Company invited here every year for festive celebrations. The clients

love coming here: thatched cottages, a wealth of accompanying attractions, sumptuous food and a perfect ambience are a thank-you on behalf of the CSK Company for a year of a fruitful cooperation. This year the following companies presented their offers as well: Instytut Innowacji Przemysłu Mleczarskiego (Dairy Industry Innovations Institute), Ecolab, Culinar oraz PAK.

The CSK Conference is attended each year by a handsome number of the Company´s clients

Next year´s edition of the conference will be held under the auspices of „Jana” Dairy Cooperative

Once a year in Elgiszewo

At “Budny´s”

CSK specialists shared their expert knowledge in the field of cheese production technology, anti-phages solutions, protein stabilizers and yogurt market trends. Quite as usual, Niko Kloosterman gave a very interesting presentation on the technological differences between a typical yogurt and the “vla” product which has been enjoying a great popularity in the Dutch market. Making sure that everything was running smoothly was Piotr Zgórzyński, smiling as ever, Director-General of CSK in Poland. The event also served as an official farewell do for Paul Visschedijk, Director-General of CSK, who is soon to retire.

They say “three times lucky”. Howe-ver, in the case of Professor Budny this proverb simply doesn´t apply, as he has just “taken off” for the 31st time! Our editors were pleased and honoured to take over the patronage of this meeting.

This year´s edition was held in the charming interiors of the Mierzęcin Palace. Just as every year, the

discussions tackled the issues of energy management, together with water treat-ment and conditioning systems. A new item on the agenda this year was the issue of dairy industry sustainability and an invitation to participate in the delibe-rations of pork producers.An interesting

lecture was given by Andrzej Jarmasz, who tackled the subject of systems of raw materials supply by producer groups which are in operation within the dairy industry. Professor Janusz Budny emphasised the sociological aspects of sustainable energy management. For the first time in history, the meeting was attended by Piotr Hajewski of Nalco, who gave a lecture on modern sewage treatment systems.

The conference on „Problems of Energy Management and Environmental Care in the Dairy Industry” is a league of its own. The Professor´s personality combined with the unique atmosphere of these meetings make it impossible to skip any edition.

english issue

e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

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0412122 DSMF Brewers ad_A4_UK.indd 1 18-09-12 14:30

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Our award winning Brewers Clarex™ simpli� es beer stabilization, reducing or even eliminating the cold stabilization process. What’s more, it can cut your energy consumption and CO2 emissions by up to 8%. For e� cient

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In this article, the author wishes to present actions on the microscale which will allow a company to manage energetic media in a frugal manner. Such economical management will also provide leverage to improve the company’s negative impact on the environment. The author presents the most important steps which enable a producer to save various forms of energy on the example of a company which produces non-alcoholic beverages of the CSD (carbonated soft drinks) and NCSD (non-carbonated soft drinks) type.

Lech Maryniak

4 / 20 1218

manag ement

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Production of non-alcoholic beveragesin an economical-ecological system

Methods of saving energy forms

have a hybrid action [3]: they not only

represent a way to save money and

improve the economic balance of the

company, but also help reduce GHG

(greenhouse gases) emission, and thus

contribute to environment protection.

Production of non-alcoholic beverages – an overview of the technology

In an era of ever-stricter quality requ-

irements, a growing pressure to reduce

production costs, as well as changing client

tastes, production of non-alcoholic bevera-

ges, including carbonated soft drinks, has

little in common with the production of onc

-popular orangeade or lemonade many

years ago. The above-mentioned factors

have led to signifi cant technological and

organizational progress in the production

of these consumer goods.

In practice, we can split up the ma-

nufacture of non-alcoholic beverages

into three key production blocks.

BLOCK No. 1. The first block

combines beverage product ion

technology with liquid fi lling – that

is, packaging the beverage. On

a strictly technological plane we can

distinguish:

•     Water withdrawal and purifi cation.

In the process of manufacturing

non-alcoholic beverages, water

represents over 90% of the product

weight, counting the raw materials.

In other words, in quantitative terms

it is the most important raw material.

Before water withdrawn from wells

(or acquired from another source)

can be directly used in production,

it has to be purifi ed. Each company

from this sector has its own requ-

irements and technologies for water

purifi cation.

•     Preparation of fi nal-stage syrups.

In this stage, purifi ed water, drink

bases and sugars, simple syrups

(sugars dissolved in purifi ed water)

or, optionally, artifi cial sweeteners

are mixed together. The phase of

preparing these syrups is often

preceded by the process of storing

sweeteners (silos, containers for

simple syrups).

•     Production and storage of CO2. In

the most sophisticated production

plants, CO2 is produced on-site,

using CHP/QUAD (Combined Heat

and Power/QUAD) technology [6].

After production in this manner, the

gas is stored in liquid form. In the

traditional system, CO2 (food-grade)

is delivered from a certifi ed supplier

and, similarly, stored in liquid form in

warehouse containers.

•     As regards mixing and liquid fi lling,

the main stages are as follows:

•     Mixing: combining purified water

with fi nal-stage syrup and, in the

case of carbonated beverages, ad-

ding CO2. After mixing, which takes

place in apparatuses commonly

known as mixers, the fi nal beverage

is ready for liquid fi lling and further

packaging.

•     Liquid fi lling is preceded by prepara-

tion of the packaging. The packaging

may be returnable, which must

be cleaned, or single-use, which

must be produced. The beverage

is distributed into the containers,

which are then sealed shut.

media manag ement

english issue

Figure 1.

Block diagram of the technology of soft drink production

Source: Own cncept

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Additional installations

INSTALLATION: WASTEWATER TREATMENT, AUXILIARY, CIP

Production and supply of energy media

PRODUCTION OF ENERGETIC MEDIA

BLOCK

No. 1

BLOCK

No. 2

BLOCK

No. 3

Water withdrawal

WELLS

Water purification

PURIFICATION PLANT

Syrup preparation

SYRUP

MANUFACTURING PLANT

storage

CONTAINERS

Bev

era

ge p

rod

uctio

n

MIX

ER

(syru

p +

wate

r + C

O )

2

Liq

uid

filling

an

d p

ack

ag

ing

the b

ev

era

ge

LIQ

UID

FIL

LIN

G L

INE

, P

AC

KA

GIN

G P

RE

PA

RA

TIO

N

Sugar and/or imple syrup

storage

SILOS, CONTAINERS

Production CO2

CHP / QUAD

CO2

•     The end phase consists of labelling,

coding (printing the expiration date

and producer’s information), pac-

kaging single containers into bulk

containers and their palletization.

Before the packaged product re-

aches the consumer, it is subjected

to further complex logistic processes.

BLOCK No. 2. This is the block

associated with the production of ener-

getic media. It consists of the following

main installations and systems:

•     Boiler house, which provides media

such as hot water and steam, es-

sential for the presented production

processes.

•     Production of compressed air, both

low-pressure and high-pressure,

which is necessary for the functio-

ning of the entire plant (steering)

and for the production of packaging

(when such technology is used).

•     Production of technological cooling,

necessary in the production of

beverages and packaging.

•     Systems which transport the above-

-mentioned media directly to the

recipients.

•     In the most sophisticated soft drink

production plants, equipped with

CHP/QUAD technology, production

media in the shape of electrical ener-

gy, thermal energy, technological

cooling and CO2 are all supplied by

this technology.

BLOCK No. 3. It is composed

of auxiliary installations, such as a

wastewater treatment plant, facilities

for cleaning equipment without disas-

sembly (so-called Cleaning in Place or

CIP technology) and others.

The presented technology of soft

drink production has been depicted in

Figure 1 in the form of a block diagram.

In the further sections of this article,

the block diagram will help show the

possibilities of reducing the consump-

tion of energetic media and limiting the

company’s impact on the environment.

The author also wishes to present the

organizational and investment steps

which will enable a soft drink production

company to move towards an economy

of sustainable development [7].

Step one: awareness of energy

issues and environment protection

in the company

Since the prices of energetic media

are constantly rising, energy costs co-

unt among the key operating expenses

of a company. Thus, they merit special

attention in the management process.

However, before investing in any tangi-

ble assets in this area, it is necessary

to introduce a broad awareness of the

consumption of energetic media and

water, but also of other production

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manag ement

media. The company directors ought

to emphasize the importance of frugal

management of energetic media and

awareness of this fact should be

promoted further on the executive levels

of the enterprise.

To begin with, it is necessary to

explain the signifi cance which energe-

tic media, together with comprehensive

environment protection, have for the

company. The key point is mostly the

microeconomic situation – in other

words, the impact of these issues on

the operating expenses of the enter-

prise, but also on the environment,

which nowadays frequently affects

the share value of the company.

Such a presentation should precede

the implementation of a professional

management system. Introducing a

monitoring and targeting system (M&T)

is a process of analysing historical data

and setting future goals. Two important

issues are: parameter measurement, in

this case – measuring the consumption

of energetic media and water, and thus

also of GHG emission, and setting

ambitious but achievable goals for

the future. M&T is also conducive to

detecting operational anomalies and in-

correct procedures (e.g. excessive and

unjustifi ed consumption of energetic

media and water) which – temporarily

but signifi cantly – disturb this process.

An important point is that every instal-

lation, whether it produces energetic

media or consumes them, should be

assigned to a defi ned Energy Account

Centre (EAC). If proper technical and

fi nancial control is exerted over such

centres, directly linked to the M&T

plan, one can expect appropriate

economic and ecological eff ects. At

the beginning, the implementation of

a M&T system can be based on simple

measurements, such as readings of

energetic media meters, and further

analysis of those data with conclusions

being drawn. In the next step, gradual

or full automation of such a system

can be carried out. Once sufficient

information has been gathered about

the consumption of energetic media

and water, one can set goals, as well as

identify the company’s weak points and

needs. After implementing M&T and

its advanced utilization, the available

organizational resources usually no

longer suffice and it is necessary

to take further steps in the form of

providing new information, but also

making investments.

Once an advanced system of

media measurement and goal setting

is available, the company needs to take

the next step and identify higher-order

needs. Some companies might not be

able to accomplish such a task on their

own. This is often due to a lack of time,

especially when the staff ’s attention

is fully concentrated on carrying out

routine tasks. This situation can and

should be solved by commissioning an

internal or external auditor to perform

an audit of media consumption. The

aim of such an audit is to identify areas

which need improvement. It is crucial

to choose an auditor (a person or fi rm)

who knows the specific character

of the issue, since this will help the

company save signifi cant amounts of

valuable time. Once a comprehensive

report from the audit is available,

the company can prepare a plan of

subsequent actions, including capital

investments.

media manag ement

List of acronyms:

CHP/QUAD Combined Heat and Power/QUAD, simultaneous generation of four media: electrical energy, thermal energy, technological cooling and CO2.

CIPCleaning in Place, cleaning installations, apparatuses etc. without dissassembly.

CSD carbonated soft drinks, non-alcoholic beverages containing dissolved CO2.

CO2 carbon dioxide.

EAC Energy Account Centre, cost centre for energetic media.

EU ETS European Union Emissions Trading System, trading scheme designed to combat greenhouse gas emissions in the EU.

GHG greenhouse gases, gases which contribute to the greenhouse effect, e.g. CO2, CH4 (methane), NOx.

M&T Monitoring & Targeting.

english issue

Tab. 1.

Przykłady obszarów w przedsiębiorstwie produkcji napojów bezalkoholowych z inwestycjami oszczędności mediów energe-tycznych

* % traconego strumienia energii cieplnej

Table 1.

Examples of areas in a soft drink production company where investments can be made in order to save energetic media

* % of the wasted stream of thermal energy

AREA SAVINGS IN THE AREA % or x 1000 EUR

INVESTMENT SCOPE

x 1000 EUR PAYBACK PERIOD

Management of energetic media. Amounts of energetic media and water saved. BLOCK 1, 2 and 3

Implementing a system of control and management of energetic media and water use.

Thermal power media: 6 [MW]Electric power media: 10 [MW]

Water purification plant: 300 [m3/h]5 - 30% 100 - 500 0.5 - 4.5 years

Boiler/boiler house efficiency. Amounts of gas saved. BLOCK 2

Regulation of air surplus ratio - λ. Boiler heat output: 5 [MWc] 1 - 2% 15 - 30 1.5 – 3.0 years

Economizer – waste heat recovery from flue gases. Boiler heat output: 3 [MWc] 2 - 5% 1.8 – 4.0 years

Using biogas from wastewater treatment plant – anaerobic process, in on-site boiler house. Boiler heat output: 5 [MWc] 5-10% 100 - 250 2.0 – 3.0 years

Distribution and use of thermal energy. Amounts of heat saved. BLOCK 1 i 2

Improving the heat insulation of pipelines, apparatuses, machinery. Saving heat. CIP installation, 3-track 80 - 90%* 50-100 0.5 – 1.5 years

Utilizing external cooling in beverage and packaging production - „free cooling”. Amounts of electrical energy saved. BLOCK 1 and 2

Cooling the compressor system with +12oC groundwater.

Water flow: 40 [m3/h]Power: 750 [kW] 5 - 10% 60 - 100 1.5 - 3.0 years

Cooling with air, +1oC or colder. Power: up to 600 [kW] 5 - 10% 50 - 100 1.5 - 3.0 years

Utilizing waste heat flows and optimizing the compressed air system to save energy. BLOCK 2

Utilizing waste heat from high-pressure compressor (35-40 bar) cooling system to heat the workshop. Heat output: 60 [kW] 7 - 15 15 - 20 2.0 - 3.0 years

Compressed air system, high air pressure: 35-40 bar. Reduction of working pressure to 35 bar, installation of

equalizing line, compressor steering.Installed compressor power: 2 [MW] 50 - 70 60 - 100 1.5 - 2.0 years

New technological solutions in the production of non-alcoholic beverages. Amounts of electrical energy saved. BLOCK 1

Directly heating the shrink wrap packaging process using gas combustion. Heat output: 120 [kW] 25 - 50 50 - 125 2.0 - 4.5 years

Use of „blow-fill” production block.Liquid filling line, efficiency: ca. 30 000

[bottles/h] as compared to the classic solution.8% 8 000 - 10 000

(line cost)

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At this point, the author wishes

to share his own experience and

emphasize the purposefulness of such

an audit. For example, one of the key

elements is a thorough inspection

of the compressed air installation.

Compressed air is the most expensive

medium in a soft drink production plant.

Its consumption and effectiveness of

use should be monitored with particular

attention. A key part of an energy

consumption audit should be leak

measurement and sealing any leaks in

the compressed air installation (both

low- and high-pressure).

Let us consider an instructive quote

from the firm Danfoss Solutions [1]: “a

hole with a 3 mm diameter in a com-

pressed air installation with a pressure

of 7.0 bar causes a 3.5 kW power loss

in this installation, translating into

calculable losses of over 2000 EUR

per year”.

Having introduced a broad awa-

reness of energetic media and water

consumption in the company, it is

possible to fully integrate this issue

with environment protection. The author

proposes a comprehensive approach:

implementing an integrated system of

total energy and environmental mana-

gement (TEEM). Such a system should

holistically support the management of

energetic media and water consumption

by the company. In particular, it should

facilitate reducing the costs of energetic

media and water, as well as contribute

to environment protection.

Step two: Investments that lead to

savings

Every line of business follows

its own rules because of its unique

characteristics. In the case of the

soft drink production sector, it is

important to have a good knowledge

of production technologies and to

analyse the apparatuses that use up

large quantities of energetic media

and water. Pasteurizers and packaging

systems together with packaging pro-

duction are particularly important here.

Packaging production (manufacturing

preforms and finished single-use

PET bottles), if carried out in the

enterprise, should be under especially

close surveillance as regards energy

consumption. Economical systems of

Table. 2.

CO2 emission values depending on the fuel used to generate thermal energy.

Designations: HV – heating value, EV – emission value.

Source: Own elaboration based on: KASHUE, Warsaw, January 2007.

Primary energy source HV Unit HV Unit CO2 EV [kg/GJ]

CO2 EV [kg/GJ]

Bituminous coal 24.08 MJ/kg 6.69 kWh/kg 93.59 0.34Lignite 9.21 MJ/kg 2.56 kWh/kg 107.96 0.39

Methane-rich natural gas 36.06 MJ/m3 10.02 kWh/m3 53.45 0.19Natural gas, high nitrogen content 26.60 MJ/m3 7.39 kWh/m3 54.73 0.20

Liquefi ed petroleum gas 47.30 MJ/kg 13.14 kWh/kg 63.10 0.23Wood fuel 9500.00 MJ/m3 2638.89 kWh/m3 112.00 0.40

Coke 27.71 MJ/kg 7.70 kWh/kg 109.40 0.39

Fuel oil 42.61 MJ/kg 11.84 kWh/kg 74.71 0.27

Diesel fuel 43.33 MJ/kg 12.04 kWh/kg 71.56 0.26

Gasolines, engine-grade 44.79 MJ/kg 12.44 kWh/kg 70.54 0.25

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manag ement

drying PET granulate, as well as means

for compressed air and heat recovery

during the manufacture of PET bottles

(BLOCK 2 – LIQUID FILLING LINE,

PACKAGING PREPARATION) are

worth recommending here. If returna-

ble packaging is used, energy-saving

cleaning devices, which require less

thermal energy and technological wa-

ter, should be utilized. In the technology

of beverage production on the basis of

simple syrups (BLOCK 2 – SYRUP MA-

NUFACTURING PLANT) a possibility

worth considering is to give up pasteu-

rization. Of key importance here will be

microbiological evaluations permitting

such a solution. One can also consider

using UV light – this technology is more

energy-effi cient than thermal techno-

logies. Inverters should also be used

whenever possible. Integrated with

machines that contain rotating parts

(pumps, drives, compressors, cooling

aggregates, other), they can improve

performance while simultaneously

reducing electricity consumption, and

thus also GHG emission.

As regards the optimization of

water consumption during manufac-

turing operations, implementation of

economical production technologies

should be considered. For example,

integrating and blocking a device

that produces packaging (blowing

machine) with liquid fi lling is becoming

a standard solution nowadays. This

applies to technologies of producing

all kinds of non-alcoholic beverages,

particularly in cases where aseptic

techniques are used. Such a solution

means that no container rinsing is

necessary, which helps eliminate

water use. The possibility of reusing

water in further processes should also

be mentioned. It is recommended to

revert water from rinsing the water

purifi cation plant and put it to further

use.

In Table 1, the author presents

practical examples of saving energe-

tic media in a soft drink production

company.

Payback periods have been calcu-

lated without taking discount rates into

account. These examples will, hopefully,

help other companies in the same line of

business identify their needs. The aim

is to show areas worth analysing and,

later, changing.

Table 2 shows emission values for

diff erent energetic media most frequ-

ently used in the soft drink production

sector, but also in the food processing

industry in general.

It should also be added that the pro-

duction of 1 kWhe of electrical energy by

the Polish power industry generates ca.

0,96 kg of CO2. In contrast, an on-site

energetic media production facility that

utilizes CHP (Combined Heat and

Power) and burns natural gas causes

the emission of 0,58 kg CO2 for every

1 kWHe. Possessing such data, as well

as data regarding the consumption of

primary energy carriers and secondary

energy, one can confi dently and with

one’s own hands perform calculations

regarding the company’s carbon foot-

print or its reduction.

Step three: implementing CHP/

QUAD technology

Possessing an implemented and ful-

ly functional system of energetic media

and water consumption management,

integrated with a module of environment

protection management (the TEEM

system proposed by the author), one

can take the next step towards on-site

production of energetic media. Such

a step appears fully justified. The

introduction of ETS EU (European Union

Emissions Trading System) emission

charges will cause electricity and

thermal energy prices to soar, since the

Polish power industry relies mostly on bi-

tuminous coal and lignite. Furthermore,

investments in new productive powers

and their transmission (44% of electric

power plants are older than 30 years,

transmission lines are old as well) are

necessary and will raise energy prices

still further. At this point, the author

suggests implementing the CHP/QUAD

polygeneration technology [6] – on-site

simultaneous generation of four media:

•     electrical energy (electric current),

•     thermal energy (hot water and

steam),

media manag ement

english issue

List of acronyms:

NCSD non-carbonated soft drinks, non-alcoholic beverages without CO2.

RES renewable energy sources.

ppm parts per milion, 1/1 000 000.

PET polyethylene terephthalate.

PV Photovoltaic.

TEEM Total Energy and Environmental Management, an integrated system of managing energy and the environment.

EU European Union.

UV ultraviolet light. UV lamps are used to sterilize water and, increasingly, syrups as well..

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•     technological cooling (cooling wa-

ter, generated through absorption

cooling),

•     food-grade carbon dioxide (genera-

ted in a purification process involving

absorption and desorption).

Investments in CHP/QUAD techno-

logy [5] will reduce GHG emission by

around 40% and lower primary energy

consumption by a similar value, as

well as reduce the costs associated

with energy transmission. CHP/QUAD

will be directly integrated with the

production plant and will work chiefly

to satisfy the plant’s needs.

Step four: introducing renewable

energy sources, or RES

As a result of constantly rising

energy prices, as mentioned above, it

may soon become profitable to invest

in electricity production by means of

photovoltaic cells (PV). According

to the author’s research, the price

of electrical energy generated by

means of PV technology in Poland

falls somewhere around 0,35 EUR/

kWHe. Such a price does not appear

to merit risking an investment in this

technology – yet.

An equally promising possibility

might, in time, be on-site generation

of biogas, or, more precisely, utilizing

biogas produced during anaerobic

treatment of industrial wastewater.

Such solutions are already being

implemented in the soft drink industry

(Table 1), but also in the brewing indu-

stry. Biogas produced in this way may

subsequently be utilized by the CHP/

QUAD technology (partially fulfilling its

needs). The energy produced in such

a fashion is not only more environ-

ment-friendly and cheaper, but also

creates the possibility of generating

additional income in the form of green

certificates (green energy – renewa-

ble, produced from biogas).

Step five: management and

conscious improvement of the

system

After implementing the steps pre-

sented above, one must always bear

in mind the necessity of constantly

improving energy systems. This step

should include the company’s innova-

tive approach to the issues presented

above, as well as continual, conscious

risk-taking in order to improve results

on the economic-ecological plane.

Such an approach to management

creates significant possibilities of

increasing the company’s competiti-

veness, both on the local level and

on the European market.

ConclusionsThe presented five-step program

of improving energetic media and

water consumption shows ways of

reducing costs and limiting GHG

emission. This program also makes

it possible to increase a compa-

ny’s competitiveness on today’s

extremely demanding market. The

presented examples are only the

tip of the iceberg; with their help,

the author attempts to stimulate

the reader’s innovative thinking.

Each company, even in the same

line of business, has its own unique

characteristics, which need to be

approached in an individual, but

also creative manner.

By presenting the issue, the author

wishes to promote an emphasis

on sustainable development in the

management of food production

companies.

To sum up, one may quote Holger

Rogall on the characteristics of su-

stainable development [7]: “the aim of

sustainable development is to ensure

sufficiently high ecological, economic

and sociocultural standards for all

currently living people, as well as for

future generations, within the limits

of the Earth’s natural endurance, in

accordance with a principle of intra-

generational and intergenerational

fairness”.

As we strive to promote the deve-

lopment of our enterprises, we should

heed the wisdom in these words.

References:[1] Danfoss Solutions, EnSave Innovati ve

Energy Saving Solutions, materials from energy seminar, Warka 2002.

[2] KASHUE, Warsaw, January 2007, link: http://www.kashue.pl/materialy/downlo ad/WE_i_WO_2008_do_SHE-_w_2011.pdf

[3] Kasiewicz S., Rogowski W., Inwestycje Hybrydowe - nowe ujęcie oceny efek-tywności; Oficyna Wydawnicza SGH, Warsaw 2009.

[4] Maryniak L., Proces inwestycyjny tech nologi i CHP/QUAD w przed-siębiorstwie produkcji spożywczej, Agro-Industry 4/2011.

[5] Maryniak L., Kogeneracja w przedsię-b iorstwie 3x40%, Agro- Industr y 2/2011.

[6] Maryniak L., Kryteria wyboru technolo-gii CHP dla przedsiębiorstwa produkcji spożywczej, Agro-Industry 3/2011.

[7] Rogall H., Ekonomia Zrównoważonego Rozwoju. Teoria i Praktyka, Zysk i S-ka Wydawnictwo, Poznań 2010.

[8] Stern N., STERN REVIEW: The Eco-nomics of Climate Change. Cambridge University Press 2006., link: http://www.siteresources.worldbank.org/INTINDONESIA/Resource/ - 18 May 2012.

Testimonies are to be weighed, not counted, a wise man once said. Faults are different, but the ‘heaviest’ found by

the JHARS Inspection are those classifi ed as adulteration.

m a r k e t

24 4 / 20 12 e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

a d u l t e r a t e d p r o d u c t s

Companies marketing agricultural and

food products that do not comply with

requirements established in regulations

or a declaration by the producer are

marketing defective goods. Consumers

who buy such products buy goods that

do not satisfy their expectations and

thus they suff er certain fi nancial loss.

Adulterated breadBetween 22 May 2009 and 18 July

2012 bodies representing the JHARS In-

spection published information contained

in 384 decisions on adulterated agricultu-

ral and food products manufactured by

199 companies. The highest number of

adulterations were found in agricultural

and food products from the following

commodity groups: bakery and cereal

products – 108 (from 45 companies),

raw and processed meat – 79 (from 37

companies). Of all published decisions

14 concerned adulterated dairy products

manufactured by 11 companies.

Adulterated cheeseFaults detected in cottage and rennet

cheese include excessive water content,

adulterated foodPolish

Urszula Wieteska

GIJHARSFaults and type of adulteration include:

•     content of foreign (non-dairy) fat in a dairy product, which is against the existing

regulations,

•     lower content of the main ingredient than that declared by the producer, e.g. lower

fi sh weight,

•     groundless extension of shelf life up to 13 days, or best before end date up to 2 months,

•     failure to provide a full list of ingredients, e.g. allergens, stabilizers, preservatives or

fl avour enhancers not listed among ingredients,

•     product name containing phrases such as:

– “…with rose fi lling”, when in fact the product contains only rose fl avour,

– “…with cheese”, when a cheese substitute was used in product manufacture,

– “…natural” to label a product which was manufactured using a preservative

and colourant

english issue

254 / 20 12e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

fat content different from that declared

(e.g. underestimated fat content in dried

substance), excessive salt content,

incorrect mouthfeel, flavour, colour,

consistency, and faults in hole formation.

Some of the listed faults concerned single

lots of inspected cheeses.

Faults in physicochemical and

organoleptic properties of dairy pro-

ducts can result from malfunctions in

processing. However, increasing the

water content and reducing dairy fat

content in cheese is evidence of product

adulteration.

Adulterated dairy productsInspections focus on the three

major areas of commercial quality,

i.e. organoleptic properties, physico-

chemical parameters and package

labelling. Inspections carried out in

2010-2012 revealed that with respect to

organoleptic properties (appearance,

mouthfeel, flavour, colour and product

consistency, moisture, etc.) the highest

number of faults were in the following

commodity groups: butter (8.6% of faulty

lots), rennet cheeses and sour cream

(4.1% of faulty lots). In consideration

of physicochemical properties, e.g.

fat, water and salt content, foreign fat

content, the highest number of faulty lots

were found for cream (26.3%), cottage

cheeses (25.5%) and flavoured cream

cheeses (20.7%). Incorrect labelling

was found mainly for milk (25.5%

of inspected lots), cream (25.0% of

inspected lots), rennet cheeses (23.6%

of inspected lots), flavoured cream

cheeses (21.4% of inspected lots) and

cottage cheeses (21.2% of inspected

lots). In addition, fermented dairy drinks

are tested for microbiological properties

(characteristic microbial flora).

Adulterated premium products

Inspection of premium products

carried out in 2011 revealed faults both

with respect to declared physicochemi-

cal parameters and product labelling.

Laboratory tests demonstrated faults

in only about 5% of processed poultry

products and in about 15% of processed

red meat and fish products from the

premium segment.

No faults were found during the

inspection of physicochemical pa-

rameters in premium products from

commodity groups like processed

fruit and vegetables, chocolate, and

olive oil. However, mislabelling was

found significantly more frequently for

premium products. Labelling of about

6% of inspected lots of processed fruit

and vegetable products, and 57% lots

of processed red meat did not comply

with regulations. In the group of premium

dairy products, mislabelling concerned

26% of inspected lots, while faults in

physicochemical properties were found

in 13% of lots.

Eight habitual offendersBodies of the JHARS Inspection are

authorized to impose fines, based on an

administrative decision, for repeated

marketing of the same type of product

with the same fault, which is a habitual

offense. The fine level depends on the

type of detected fault:

•     for a product of unsuitable com-

mercial quality - up to five times

Increasing the water content and reducing dairy fat content in cheese is evidence of product adulteration

the value of material profit, gained

or potential, for the marketing of

the product, but not less than

PLN 500, plus the amount of fines

imposed within 24 months before

the inspection start date,

•     for adulterated products – not more

than 10% of income gained in the

accounting year preceding the year

in which the fine was imposed, but

not less than PLN 1 000, plus the

amount of fines imposed within

24 months before the inspection

start date.

In 2011 eight such decisions were

issued.

What is an adultera-ted product?

According to the definition

provided in the act on the

commercial quality of agri-

cultural and food products

“an adulterated agricultural

and food product is a pro-

duct whose ingredients fail

to comply with regulations

on the commercial quality

of individual agricultural

and food products, or any

other product, which has

been previously modified in

terms of labelling to provide

misleading information on

real ingredients or other

properties, if such modifi-

cations or misinformation

significantly violate consu-

mer interests”.

e - i s s u e d o w n l o a d a b l e f r o m : www.apbiznes.pl

marke t

in ves tmentsin ves tments

stage of the Unilever´s „Living a Balan-

ced and Sustainable Life” plan, which

entails a significant reduction in the

company´s impact on the environment.

The new pretreatment plant will also

serve to neutralise the organic waste

formed in the process of ice cream

production. The main task for the pre-

treatment facility is to lower the level of

pollution in the wastewater discharged

from the plant. The COD (chemical

oxygen demand for the oxidation of

the organic and inorganic compounds

contained in the effl uent) value is used

as an indicator for measuring the level

of sewage pollution. The aim of the

pre-treatment facility is to minimise the

value of COD pollution in waste water.

The installation allows for the tre-

atment of up to 240 m3 of wastewater

per day.

Table 1. The pretreatment plant in fi gures

This innovative investment worth 2 million Euros, equipped with cutting-edge oxygen and anaerobic industrial wastewater treatment tech-nologies meets the world´s highest environmental safety standards. But that´s not all – the biogas formed as a result of the pre-treatment process will be used for the needs of the pre--treatment facility and its surplus will serve as a source of energy for the entire plant – said Marcin Szymanski, the Managing Director of the Banino plant.

In 2011, in relation to the level of 2010, Unile-ver managed to reduce its water consumption (per ton of production): by 10%, in the Katowice plant and by almost 6% in the Bydgoszcz plant. The Banino factory increased the consumption of water used in production by 26%, and in Poznan by 36%. This is a direct eff ect of an increase in the scale of production and of the investments made. Each of the plants in Poland is expected to reduce its water consumption throughout 2012 by a minimum of 2% compared to the level in 2011.

Installation Capacity: up to 240 m3 per day

Number of treatment stages: 5

Volume of biogas produced (forecast):

500-900 m3 per day

Pollution reduction: -97%

Surface of the facility: 400 m2

Structure of the treatment plant

technology hall and

4 tanks with a height of 7-11m

Unilever Invests in the Environment

Janusz ZakrętaAGROindustry

We all know the Algida and Magnum

ice cream. Few of us, however, realise

that they are produced on the outskirts

of Gdańsk, in Banino, in the cutting

edge Unilever-owned subsidiary fac-

tory. Even fewer of us know that the

local ice cream come to life in a plant

where a great deal of attention is paid

to environmental issues. Also because

investments in infrastructure reduce

operating costs. And, of course, out

of concern for the welfare of future

generations.

New Sewage Pretreatment PlantSeptember 7 saw the offi cial ope-

ning of a new modern bio-chemical

sewage pretreatment plant at the

Unilever ice cream factory in Banino

near Gdansk. This investment worth

€2 million is the next implementation

4 / 20 1226 english issue

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ZAKRES TEMATYCZNY KONGRESU:

• Zarządzanie mediami• Kogeneracja, trigeneracja• Woda w przemyśle spożywczym• Ścieki: kłopot czy źródło przychodów?• Produkcja zrównoważona• Remonty i Utrzymanie ruchu• Nowoczesne linie produkcyjne• Bezpieczny zakład produkcyjny