STRATEGY 2020-2021 - WA Return Recycle Renew Ltd
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STRATEGY 2020-2021
FOREWORD 5 APPENDIX A 34
Functions of Coordinator
EXECUTIVE SUMMARY 6
APPENDIX B 36
OBJECTIVES OF THE SCHEME 7 Mobilisation Phase Progress Report
(July 2019 to September 2020)
ACKNOWLEDGEMENT OF COUNTRY WARRRL’S CORE MISSION 8
GLOSSARY 50
We acknowledge the Traditional Custodians of the land KEY PERFORMANCE INDICATORS 9
upon which we live and work, and pay our respects to their CONTACT 51
Elders past, present and emerging. ABORIGINAL AND TORRES STRAIT ISLANDER COMMUNITIES
AND REMOTE COMMUNITIES ENGAGEMENT 10 DISCLAIMER 51
We recognise the practice of intergenerational care for
Country and its relevance to our work.
OUR VALUES 11
We seek to listen, learn and build strong partnerships.
MOBILISATION PHASE 12
We aim to provide genuine opportunities for Aboriginal and
Torres Strait Islander peoples in Western Australia through OUR YEAR ONE STRATEGY 13
the container deposit scheme, Containers for Change.
STAKEHOLDER PARTNERSHIPS 15
STRATEGIC INITIATIVES 16
Scheme accessibility and development 18
Producer responsibility 21
COPYRIGHT Optimise supply chain efficiency and Scheme recycling 22
Scheme payments 25
© 2020
Scheme engagement 26
WA Return Recycle Renew Ltd
Business intelligence and Scheme insights 29
ACN 629 983 615
All rights reserved. Organisational governance and Scheme integrity 30
This document must not be disseminated or reproduced Embedding and optimising Scheme ID 33
in any way without the permission of the owner.
FOREWORD
October 2020 heralds the commencement of the get to that target, we have established eight strategic
Western Australian Container Deposit Scheme initiatives. Our values will create the environment for
(Scheme), that supports the State Government’s vision the Scheme to grow to be the most accessible, embraced
for Western Australia to become a sustainable, low- by the community and respected by Government and
waste, circular economy in which the community’s industry.
health and the environment are protected from the
impacts of waste. A strong and critical feature of the Scheme is the
diversity of our RPOs. 60% of RPOs are not-for-profit
Since our appointment as Scheme coordinator, WA Return organisations. We are working in partnership with 12
Recycle Renew Limited (WARRRL) has worked hard to Aboriginal Corporations and 20 Local Governments to
mobilise a strong network of refund point operators ensure a service to all Western Australians in rural and
(RPOs), processing and logistics providers. We have remote areas as well as the metropolitan area.
established solid foundations and we are ready to embed
a Scheme which will fully meet WARRRL’s obligations We are particularly proud to support employment
under the Waste Avoidance and Resource Recovery Act opportunities for people with disabilities and the long SHEILA MCHALE
2007, the Scheme Coordinator Deed between WARRRL term unemployed. We will ensure that the jobs promised Chairperson, WARRRL
and the State (State Deed) and WARRRL’s conditions of by our network partners for these high priority target
appointment. categories are delivered. This strategy will set the path
for delivering on these commitments.
It is with a great sense of pride and purpose, that we
deliver WARRRL’s first strategic plan for the Scheme WARRRL is honoured to have this opportunity to make a
outlining our direction for our first year of operations. difference in Western Australia and we look forward to
ongoing collaborations with our stakeholders. Through
We believe this strategy has all the components this strategy, our stakeholders can be confident that we
required to meet the State Government’s overarching will deliver a Scheme that has integrity and offers many
sustainability objectives and targets as set out in the benefits to the community.
Waste Strategy 2030.
TIM CUSACK
Chief Executive Officer, WARRRL
Our target is to achieve a return rate (redemption) of at
least 65% by the end of our first year of operation. To
STRATEGY 2020-2021 5
EXECUTIVE OBJECTIVES
Through the Waste Avoidance and Resource Recovery
Vision A Western Australia that recycles, is free from beverage container litter,
Act 2007 (WARR Act), the State Government articulated
for 2023 and empowers community participation in the circular economy.
clear objectives for the Scheme and the role of WARRRL
SUMMARY as the coordinator of the Scheme. The WARR Act, Waste
Avoidance and Resource Recovery (Container Deposit OF THE
SCHEME
Scheme) Regulation 2019 (Regulations), the State Deed
Our values
Respect for Creating Accountability, and documents made under this regulatory framework
Inclusiveness Partnership
Supporting documents: community opportunity and diversity and innovation transparency and Sustainability give greater substance to the statutory objectives by
integrity establishing clear targets, network standards and
1. Waste Avoidance and Resource Recovery Act
reporting requirements. These are our permanent
2007 and Waste Avoidance and Resource
Recovery (Container Deposit Scheme) Empower communities with the knowledge and motivation to easily recycle. guardrails. Our year one strategy has been calibrated
Regulations 2019 Provide a refund point network that is safe, stable, efficient, widely accessible and financially sustainable. by this statutory framework to ensure we deliver fully on
Core mission
Ensure financial, data and Scheme integrity, delivering excellent customer service for all network partners.
2. Scheme Coordinator Deed Build a culture which recognises and celebrates the positive impact of Containers for Change. our obligations.
3. Conditions of Appointment
4. WA Waste Strategy 2030 Objectives of the Act Functions of Coordinator
5. Fraud Protection Plan
Ensure that
Provide
The objectives of the Scheme, outlined in s. 47A of the The functions of coordinator are set out in s. 47Z of the
first responsible WARR Act, are to: WARR Act, reg. 7(2) of the Regulations and the State
opportunities for
6. Audit Plan Reduce the suppliers
social enterprise, • increase the recovery and recycling of empty Deed. These are detailed in Appendix A of this strategy.
number of of beverage Complement
7. Investigation Plan Increase recovery and benefits
Objectives of and recycling of
empty beverage products
for community
Create existing collection beverage containers;
8. Aboriginal and Torres Strait Islander containers that take product opportunities for and recycling
the Scheme empty beverage organisations, • reduce the number of empty beverage containers
Communities and Remote Communities Plan are disposed of stewardship employment activities for
containers through that are disposed of as litter or to landfill;
9. Confidentiality Privacy and Information as litter or to responsibility recyclable waste
participation in
Security Plan landfill in relation to
the container
• ensure that first responsible suppliers of beverage
their beverage products take product stewardship responsibility in
10. Public Education and Awareness Plan deposit scheme
products
relation to their beverage products;
11. Social Enterprise Engagement Plan
• provide opportunities for social enterprise, and
12. Transition Out Plan
1. Scheme accessibility and development benefits for community organisations, through
2. Producer responsibility participation in the container deposit scheme;
3. Optimise supply chain efficiency and Scheme recycling
First year
4. Scheme payments • create opportunities for employment; and
strategic
5. Scheme engagement • complement existing collection and recycling
initiatives
6. Business intelligence and Scheme insights activities for recyclable waste.
7. Organisational governance and Scheme integrity
8. Embedding and optimising Scheme ID
6 STRATEGY 2020-2021 STRATEGY 2020-2021 7
WARRRL’S Empower communities
with the knowledge and
Provide a refund point
network that is safe, stable,
Realising our vision will be
achieved by meeting the KEY
CORE motivation to easily recycle efficient, widely accessible
and financially sustainable
following key performance
indicators by 30 June 2023: PERFORMANCE
MISSION INDICATORS
• A positive experience for customers and community
• Safe, easily recognisable, conveniently located, • RPOs and other supply chain partners working
efficient and clean Scheme together with WARRRL to deliver effective and
• Reduce litter in the community, improve recycling efficient Scheme operations
rates, empower and connect community groups • Working collaboratively and in partnership with
• Demonstrate leadership and positively influence the WARRRL team irrespective of their size of
recycling outcomes in Western Australia (WA) and organisational type
Australia, problem solve, streamline processes and Container redemption is At least 229 refund
• Committed to communities through employment
strengthen the community’s ability to recycle outcomes and fundraising partnerships greater than 85% (and points are available to
• Working in genuine partnership with network, 65% by 1 October 2021) customers
community organisations and individuals
• Improving community’s knowledge of the benefits of Build a culture which
and how to engage with the Scheme
recognises and celebrates
Ensure financial, data and the positive impact of
Scheme integrity, delivering Containers for Change
excellent customer service • Valuing and supporting all contributions to the
Scheme and working in genuine partnership with All statutory and
for all network partners network, community organisations and individuals Awareness of the Scheme
contracted requirements
• Highly efficient, cost effective, reliable and flexible
• Operating an efficient and best cost Scheme, across WA exceeds 80%
improving community’s knowledge of the benefits of have been met
• Supported by systems and processes that make
and how to engage with the Scheme
it easy and safe to do business while ensuring
• Pride in Containers for Change
integrity in all spheres of operation
• Ensure all Scheme material is sold to approved
recyclers
8 STRATEGY 2020-2021 STRATEGY 2020-2021 9
ABORIGINAL AND TORRES Respect for
community
Creating
opportunity OUR
STRAIT ISLANDER Community is core to the Scheme;
we value and respect community
We are committed to supporting
Scheme participant aspirations. VALUES
COMMUNITIES AND engagement.
WARRRL is committed to
REMOTE COMMUNITIES delivering on the objectives of
the Scheme and are guided
ENGAGEMENT Inclusiveness Partnership by these values.
and diversity and innovation
We will overcome exclusion We will enable creativity,
WARRRL’s Aboriginal and Torres Strait Islander Communities and Remote Communities Engagement and promote opportunities for innovation and growth through
Plan informs how we will increase Scheme participation with the Western Australian Aboriginal and participation to everyone. constructive engagement with
Torres Strait Islander communities and remote communities, including mining towns, camps and all Scheme participants and
villages, and transient populations. stakeholders.
We acknowledge the importance of developing a meaningful relationship with Aboriginal and Torres
Strait Islander communities. This means listening to and understanding the opportunities, issues and
Accountability, Sustainability
concerns of Aboriginal and Torres Strait Islander peoples and responding to those concerns respectfully
and appropriately. transparency We will ensure our economic,
and integrity environmental and social
Effective engagement with Aboriginal and Torres Strait Islander organisations and communities, and We build trust and work to a dimensions are not compromised
remote communities, aims to provide opportunities to participate in and benefit from Containers for high ethical standard to ensure throughout the implementation
Change. WARRRL will do this by raising awareness, encouraging participation, creating employment an ongoing commitment to the and operation of the Scheme to
opportunities and reducing barriers to entry to the Containers for Change network for Aboriginal and Scheme. ensure it is available for future
Torres Strait Islander communities and remote communities. generations and creating
long-term value.
10 STRATEGY 2020-2021 STRATEGY 2020-2021 11
MOBILISATION OUR
The success of the collection network procurement A full progress report on the mobilisation phase can be Our year one strategy will embed what we have achieved At the end of our first year, our goal will be to have:
strategy completed by WARRRL is set out in Appendix found in Appendix B of this strategy. to date and achieve a successful start to the Scheme
B. Our plans include completing a review of the network in WA. • A successful launch, positive communications and
PHASE after six months of operations of the network to drive
further improvements and to achieve the minimum
The success of the mobilisation phase has put WARRRL
in a strong position to embed the Scheme, which is the We will set up a Scheme which will achieve a total
engagement with community, community groups
and stakeholders; YEAR ONE
STRATEGY
service standards are included in the Scheme network focus of our year one strategy. redemption rate of not less than 65% by 1 October • Strong internal structures with a focus on
and development strategic initiative contained in this 2021. We are confident that the breadth of the network comprehensive training and development of
strategy. These measures will ensure WARRRL has met We have delivered on our commitments since our at commencement, high Scheme awareness, and team and Scheme participants, effective internal
WARRRL’s successful bid for Scheme Coordinator its obligations under Condition of Appointment 3.2. appointment on 15 July 2019. We are proud of what has demonstrated Scheme performance in other jurisdictions communications that continue to emphasise
promised an approach to mobilisation that would been achieved in building the Scheme for commencement will enable WARRRL to meet this commitment. our values, detailed operational plans, proactive
establish the best Scheme in Australia. Through Mobilisation was based on our initial eight strategic and believe we are solidly positioned to make the journey contract management and being prepared and
the mobilisation phase, WARRRL has developed initiatives: to a cleaner, greener WA. We are working to ensure that Year one is focused on working through challenges and mitigating risks in line with our overarching
an understanding of risks and we have focused it is achieved in ways that maximise the potential of generating critical insights to ensure we are meeting objectives; and
on our preparedness for operation, driven by 1. Scheme accessibility the Scheme to support vulnerable Western Australians the objectives of this strategy and to inform the • Delivered on our commitments and hold ourselves
customer insight research. specifically and the broader community through development of the next strategy horizon, 2021-2024, accountable through the regular monitoring and
Mobilisation has been undertaken with an eye on
2. Producer responsibility jobs, investment and providing an income stream for whilst supporting the realisation of our vision. reporting of our goals, Scheme objectives and the
community focused organisations. State Government’s objectives.
our 1 July 2023 redemption target of 85% and the Fundamentally underpinning the success of the Scheme,
important role of engagement with not-for-profit
3. Recycling of materials
We are now ready for the Scheme’s first year of operation, are sound internal structures and processes that uphold Our key stakeholders including the Board and staff of
organisations and the community in helping driven by this strategy. our values, meeting both our regulatory requirements WARRRL and the Department of Water and Environmental
reach the target. 4. Scheme payments and our stakeholders’ expectations. Regulation (DWER) have partnered in the development
of this year one strategy.
5. Scheme awareness
Our strategy will be widely communicated and will be
6. Scheme reporting the focus and driver of our work and priorities. We will
report progress regularly to our stakeholders.
7. Opportunity to participate
We will create customer confidence in and connection to
8. Scheme integrity the Containers for Change brand.
12 STRATEGY 2020-2021 STRATEGY 2020-2021 13
WARRRL values and respects its stakeholders and recognises
the importance of engagement and partnership. We believe their STAKEHOLDER
PARTNERSHIPS
priorities are aligned to the goals of the Scheme.
Board, Peak
employees and bodies
Stakeholder priorities
• Scheme integrity is upheld to ensure compliance,
contractors governance, mitigation and identification of fraud
and reporting.
• The objectives of the Scheme are fulfilled, including
reaching the target redemption rate and improving
State and Industry WA recycling rates.
Federal partners
• There is a high level of public awareness of and
Government engagement in the Scheme and promotion of its
benefits including employment, environmental and
income generated for community organisations.
• The Scheme is accessible, safe and efficient.
• Businesses can plan ahead and build in cost
Community Network recovery.
participants • Stakeholders are valued, WARRRL leadership is
accessible and there is dynamic and constructive
contract management.
Local
Government
STRATEGY 2020-2021 15
STRATEGIC
Our year one strategy is based on the following strategic
initiatives: Scheme Optimise supply Business Organisational
Embedding and
accessibility Producer chain efficiency Scheme Scheme intelligence governance
Objectives of WARR Act optimising
INITIATIVES
and responsibility and Scheme payments engagement and Scheme and Scheme
Scheme ID
1. Scheme accessibility development recycling insights integrity
and development
Increase the recovery and recycling of
2. Producer responsibility empty beverage containers
3. Optimise supply chain efficiency Reduce the number of empty beverage
and Scheme recycling containers that are disposed of as
litter or to landfill
4. Scheme payments
Ensure that first responsible supplier
of beverage products take product
5. Scheme engagement stewardship responsibility in relation to
their beverage products
6. Business intelligence Provide opportunities for social
and Scheme insights enterprise, and benefits for community
organisations, through participation in
the container deposit scheme
7. Organisational governance
and Scheme integrity
Create opportunities for employment
8. Embedding and optimising
Scheme ID
Complement existing collection
and recycling activities for
The eight strategic initiatives will ensure WARRRL delivers on recyclable waste
the objectives of the WARR Act.
16 STRATEGY 2020-2021 STRATEGY 2020-2021 17
SCHEME ACCESSIBILITY AND DEVELOPMENT
Led by the Head of Refund Point Operations
Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity Strategic goal Focus areas Activity
2020 2021 2021 2021 2020 2021 2021 2021
Complete a Perth metropolitan network optimisation review as a requisite to a
Enhance the point of sale (POS) system to include features that will support
Expanding the network of RPOs so refund point network procurement process to complete the network to minimum
Scheme growth and Scheme ID initiatives (features such as donation receipt for
that we leverage what we have built network standards
tax, PayPal option, Scheme ID with bulk collection service fee, Automatic Teller
Machine (ATM) integration, loyalty scheme) and continue to enhance access to
the Scheme Complete review of regional refund points by engaging with operators and other
partners to identify opportunities to further enhance access to the Scheme
Review the effectiveness of bag drop and mobile refund point locations and
The WA community will
infrastructure. Distil insights to increase community use of refund points Develop a COVID-19 business continuity plan to mitigate risks from future
actively participate in the
Scheme, which will achieve Easy and convenient access outbreaks
a total redemption rate to the Scheme Engage the mining industry to partner with regional RPOs to support and The WA community can
not less than 65% by maximise recycling and the community benefits of the Scheme redeem their container Develop and roll out a training program for RPOs to operate a successful and
1 October 2021 deposit by conveniently sustainable refund point business, including an ongoing focus on the POS.
accessing the network that Utilise Green Guide as the basis of the training
Engage major Perth stadia and entertainment venues to be actively involved in will have 229 or more refund
utilising and promoting the Scheme. Explore partnerships with beverage points operational by 1 Update and deploy the Green Guide quarterly capturing key learnings and best
suppliers to assist in developing stadia Scheme initiatives October 2021 practice information
Successful RPOs actively coached
by the contract management team Further develop the communication platform “Refund Wrap” to communicate
Identify and establish donation points at selected National Park entries. Review
performance and improvements before further rollout Scheme performance, milestones, share learning and best practices
Develop business review template as the basis of ongoing business coaching
and contract management
Complete six-monthly business reviews with all RPOs to support network
sustainability, RPO success and commitments of Scheme objectives (labour
outcomes & community engagement)
18 STRATEGY 2020-2021 STRATEGY 2020-2021 19PRODUCER RESPONSIBILITY
Led by the Head of Finance and Commercial
Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity
2020 2021 2021 2021
Develop FRS small business engagement strategy, in particular ease of doing
Identification, engagement and business
contracting of WA First Responsible
100 FRS contracted
Suppliers (FRS)
300 FRS contracted
Scheme pricing is
maintained at a level
Contract management of FRS to ensure
that fully covers Scheme
compliance, including monthly reporting FRS on time payment of invoices (95%)
costs, meets the terms of
and declarations, and debt recovery
the liquidity policy, and
minimises frequency of
changes
Development of robust cashflow forecasting model reflecting Scheme actual
Understanding Scheme performance costs
and flow of eligible containers in and
out of WA, to enable monitoring of Liquidity cover ratio of 1
and maintaining Scheme liquidity in
accordance with liquidity policy Scheme price review timed for review in line with excise tax adjustment. Any
changes notified to FRS 14 weeks prior
The product registry Transfer of products registered in
Transfer of all products, insofar as supplier can be identified
is always current and WARRRL’s name to appropriate supplier
accurately reflects eligible
product containers that are Develop process for identification of new
Establish a process for identifying and registering new SKUs
sold in the WA market beverage stock-keeping units (SKUs)
Assess how WARRRL can use its
Develop key findings report or similar for FRS to understand
Influence producers to use knowledge and data to support producers
cost impact of material types and consequential impact on
recyclable materials in developing business cases to use
Scheme pricing
recyclable materials
STRATEGY 2020-2021 21OPTIMISE SUPPLY CHAIN EFFICIENCY AND SCHEME RECYCLING
Led by the Head of Processing, Logistics, Material Recovery Facilities (MRFs
MRFs) and Recyclers
Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity Strategic goal Focus areas Activity
2020 2021 2021 2021 2020 2021 2021 2021
Update DWER quarterly on any industry developments regarding recycling of
Contract targeted recyclers who currently participate in the Queensland specific material types and establishment of WA based recycling facilities
Maximise the number of approved container deposit scheme and other recyclers who meet the evaluation criteria Optimise the sale value and frequency
recyclers on the recycling panel, including Ensuring integrity of all Establish processes to consolidate material from multiple regional processors
of material sold from regionally based
onboarding Queensland approved recyclers material recycling and sell regularly to recyclers in the form of combined (mixed) lots
processors
and pursue opportunities to include WA
based entities and possibly some small Recycle Evaluation Panel established to evaluate recycle applicants against Identify opportunities for glass sales to WA based recyclers for sales of regional
niche regional players, for example glass Scheme criteria including recycle material destination, ethical operations, glass
outlets slavery, carbon footprint
Review of deployed Scheme collection infrastructure to ensure continuous and
efficient operations at RPO sites
Establish an effective
Encourage and facilitate Scheme
All Scheme material is logistics and processing Establish at least one continuous improvement project with each major logistics
Work with polyethylene terephthalate and participants introducing innovative
sold to approved ethical network that minimises and processing provider to reduce costs and/or carbon footprint of operations
high-density polyethylene plastic recyclers Work with WA industry to actively encourage and nurture the development of WA logistics solutions
recyclers in a timely manner costs and carbon footprint
to explore the potential for Scheme based recyclers Establish quarterly performance and cost review with logistics and processing
material to be recycled in WA providers
90% of Scheme processed material sold to approved recyclers within two months Ensure the logistics
Work with logistics providers to optimise Optimise fleet configuration of logistics service providers for best cost and
Ensure processed material is sold in a of baling and 100% within six months including liquid paperboard and regional network is safe, reliable
network efficiency and cost supply chain efficiency and effectiveness
timely and ethical manner and maximises material and scalable
recoverable value and that this is reflected
Pursue opportunities to engage directly with recyclers
in overall Scheme pricing
Regular review of active recyclers to ensure they continue to meet the terms of
their Agreement
22 STRATEGY 2020-2021 STRATEGY 2020-2021 23SCHEME PAYMENTS
Led by the Head of Finance and Commercial and the Head of Audit and Verification
Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity
2020 2021 2021 2021
Bedding down Container Exchange Clear design of daily, weekly, monthly financial processes including invoice
(Services) Pty Ltd (CES) and WARRRL roles review
and responsibilities with daily, weekly,
monthly tasks for efficient review and Develop and implement a training program to ensure Scheme participants are
approval of payments appropriately supported in POS and portal usage
Data and trend analysis to enable
prioritisation of customer payments
Review and refine the established process for identification and review of
flagged for review, with assessment and
potentially fraudulent activity by customers
approval (or justifiable hold) on a timely
Scheme payments are basis
processed accurately
and efficiently, and are
made on a timely basis, in Effective partnership with CES, including Quarterly review and contract management meeting to review CES performance
accordance with contracts, understanding scope of services, and progress to targets, including annual plan reviews
with underlying systems and measuring performance including
processes that make it easy regarding CES’s responsibility for data
to do business with WARRRL protection and security, and contract Identification of enhancements to CES information technology (IT) platform,
review through performance improvement including to increase use of Scheme ID, PayPal, deductible gift recipients tax
meetings receipt
Complete audits as per internal audit plan and ensure improvements are
Internal policies and processes to ensure completed in a timely manner
good governance and integrity over
Scheme payments. Strengthen security
around data protection Engage third party auditor to perform internal audit confirming appropriate
governance in place
STRATEGY 2020-2021 25SCHEME ENGAGEMENT
Led by the Head of Marketing and Communications
Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity Strategic goal Focus areas Activity
2020 2021 2021 2021 2020 2021 2021 2021
Execute the Containers for Change ‘coin rattle’ integrated advertising campaign Develop and execute a blueprint and toolkit of creative assets for fundraising
across TV, press, search, social, radio Position Containers for Change as a viable activities for community groups
Position containers as program for fundraising and effectively
Ongoing development of RPO marketing toolkit and creative assets for local area Execute a major community group fundraising activation including the provision
a community resource, recruit Scheme fundraising partners
In partnership with CES, develop and marketing of supporting toolkits that enable community groups to deploy the program
make the Scheme ‘more
execute a year one marketing strategy effectively
Deliver new website that incorporates customer experience research learnings, than money’ and build the
that drives mass Scheme adoption and emotional reward
drives participation and supports community groups
supports WARRRL’s first year redemption For FRS and those commercially engaged
rate of 65% by 1 October 2021 Ongoing website development and improvements with the Scheme, position Containers for Develop and execute a commercial engagement strategy that enables Scheme
Change as a means to fulfil corporate participation, builds trust and improves the Scheme’s commercial and
Sustain engagement through always-on social media social responsibility aims and deliver community reach
Drive mass Scheme adoption
social licence
with the most compelling
value proposition: financial Awareness quantitative research
gain (individual and Pursue industry engagement opportunities
Develop an earned media strategy focussing on proactive positive media with aim of building recognition and trust
community) Generate earned media that shapes Execute industry sponsorship and event participation opportunities
generation and becoming a recognised recycling
positive perceptions of the Scheme spokesperson
Ongoing media monitoring and reactive media as necessary Create trust in the
Containers for Change
Deliver a communications strategy that Ongoing review and execution of communications strategy
Develop and deliver Scheme awareness and understanding assets – such as recycling process and
Make the Scheme simple to understand informs, builds trust and activates
‘how to’ videos, container volume infographics and container eligibility circular economy model Ongoing communications with government and Ministerial stakeholders
and easy to participate in Scheme participation
information
Develop community trust and knowledge
Scope the development of an educational program for schools
Develop a customer lifecycle retention strategy through intergenerational teaching
Focus on customer retention activities
and strategy development Ensure engagement with our Aboriginal Develop WARRRL’s Reconciliation Action Plan (RAP)
Develop and execute an effective customer on-boarding program
Partner with Aboriginal and Torres Strait Islander nations is
and Torres Strait Islander always in keeping with our pillars of
communities to build engagement: respect; culturally sensitive
knowledge, capacity and engagement; partnership as per WARRRL’s Ensure targeted and culturally appropriate marketing and Scheme awareness
capability to engage in the Aboriginal and Torres Strait Communities campaigns
Scheme and Remote Communities Engagement
Plan
26 STRATEGY 2020-2021 STRATEGY 2020-2021 27BUSINESS INTELLIGENCE AND SCHEME INSIGHTS
Led by the Head of Processing, Logistics, MRFs and Recyclers
Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity
2020 2021 2021 2021
Targeted reports available to each team that that disseminate Scheme based
Establish a suite of business intelligence
data provide key information
Establish a robust reports across RPOs, processing and
analytical platform for logistics providers and MRFs, finance
Half yearly review of information and insights generated from performance
use across the Scheme to and audit
reporting structures
analyse information and
identify opportunities for Work collaboratively with CES, use
improvements in network reporting tools such as OACS and Power Establish automatic reporting to RPOs and processing and logistics providers
operation BI to provide timely insights and and MRFs around key metrics (volumes, peak periods, material type, etc.)
feedback to Scheme participants
Establishment of real time reports and presentation templates that provide
insights into Scheme operations and outcomes
Consolidate the software used and pursue innovative solutions for WARRRL to
optimise performance including data analytics and establishing a platform to
capture and disseminate qualitative data (for example feedback captured by
Develop a clear IT strategy Establish a suite of business intelligence RPO contract managers, customer service centre etc.)
for WARRRL with a focus tools that provide real time information
on optimising business useful to both WARRRL and external Work collaboratively with CES and other IT service providers to ensure data
Intelligence tools stakeholders security and payment platforms are not compromised
Lead and deliver ongoing development and training on business systems
Complete an improvement review of the POS system to grow the Scheme,
including donation receipt for tax, PayPal option, Scheme ID with bulk collection
service fee, ATM integration, loyalty scheme
STRATEGY 2020-2021 29ORGANISATIONAL GOVERNANCE AND SCHEME INTEGRITY
Led by the Chief Executive Officer, the Head of Audit and Verification, and the Head of Finance and Commercial
Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity Strategic goal Focus areas Activity
2020 2021 2021 2021 2020 2021 2021 2021
Ensure 100% compliance Audit FRS declarations ensuring that the audits cover at least 90% of Scheme
FRS
with reporting code, containers
State Deed, conditions Reporting framework in place to enable compliance with reporting requirements
Adhering to reporting code requirements Audit at least 50 RPOs each quarter to confirm adherence to verification
of appointment and all and timelines RPOs
other statutory reporting methodology (container eligibility and counts)
requirements Scheme integrity and Audit all logistic providers each quarter through both analytical and physical
organisational governance Logistics
Creating public trust through Scheme Develop reporting framework and processes for providing regular data/reporting means to confirm container chain of custody
is upheld ensuring that
transparency for the public (not just what is mandated)
customers and beverage Audit all metropolitan processors each quarter
Processors
suppliers have a high degree Audit all regional processors every second quarter
Audit, fraud, investigation and safety Plans adhered to with reviews completed every quarter and reported to Audit and
of confidence in the Scheme
plans ensure Scheme compliance and Risk Committee and the Board Audit recycler declarations each quarter ensuring that the audits cover at least
and the cost attributed to
safety while gaining insights to enable each eligible container 90% of Scheme containers and confirm containers are recycled (track and trace)
Scheme integrity and development of more focused plans and Provide training to all Scheme participants to assist in fraud detection through and no modern slavery is detected
Recyclers
organisational governance analytics the provision of information packs and onsite training
is upheld ensuring that Implement track and trace program to assist in the confirmation of container
customers and beverage recycling
suppliers have a high degree Finalise Enterprise Risk Management Policy, plan and activities reported and
reviewed monthly by the Audit and Risk Committee and the Board MRFs Audit all MRF’s in line with the MRF protocol and sampling plan
of confidence in the Scheme
and the cost attributed to
each eligible container Enterprise Risk Management Framework Complete the build of policy framework to deliver robust governance for the
that creates the structure, systems and organisation
processes to identify, assess and manage
risk Implement all new mitigation measures developed in response to identified risks
or fraud events in a timely manner
Review all policies to ensure they remain fit for purpose
30 STRATEGY 2020-2021 STRATEGY 2020-2021 31EMBEDDING AND OPTIMISING SCHEME ID
Led by the Head of Marketing and Communications
Oct-Dec Jan-Mar Apr-Jun Jul-Sept
Strategic goal Focus areas Activity
2020 2021 2021 2021
Understand the motivations behind cash
being the prevalent refund payment Conduct research into why cash is the dominant refund payment method, and
Expand use of Scheme ID to: method, with learnings to inform Scheme provide findings in an actionable format
ID renovation
• reduce reliance on
cash handling; Improve the cash: Scheme ID ratio of
• improve safety and refund payments (current Queensland Develop a Scheme ID value proposition strategy
efficiency; benchmark is cash 80: Scheme ID 20)
• improve Scheme
integrity;
• enable granular In consultation with all WARRRL
analysis of workstreams, drive innovation in the Scope renovation of Scheme ID and process simplification
redemptions; and purpose and usage of Scheme IDs
• provide the foundations
for an integrated Improve Scheme ID sign-up experience
Containers for Change Improve ease and convenience for
community customers in establishing a Scheme ID Deliver a new Scheme ID onboarding process that supports customer lifecycle
retention
Through Scheme ID we
can measure participation, Monitor and improve Scheme ID sign-up versus usage (conversion rate)
gain behavioural insights
and inform relationship Drive adoption of the Scheme ID to enable
marketing data collection and reinvestment into Ensure all relevant materials and activities (website, electronic direct mail,
customer relationships creative assets, related campaigns, RPO training) are appropriately focussed on
Scheme ID: sign-up and benefits of usage
STRATEGY 2020-2021 33APPENDIX A
47Z. Functions of Coordinator i. to make and receive the payments referred to (b) to ensure arrangements are in place for In terms of contractually imposed functions, the WA
(1) The Coordinator’s main function is to administer in paragraph (h); verifying the number of containers that have Container Deposit Scheme: Scheme Coordinator Deed
and provide governance for the scheme. j. to ensure arrangements are in place for been collected through the kerbside collection (State Deed) expands the definition of “Functions” as
FUNCTIONS (2) Without limiting subsection (1), the Coordinator
has the following functions —
verifying the validity of payments claimed and
made under the scheme;
of waste that has been separated for the
purpose of recycling;
below (with capitalised terms being defined in the State
Deed) and imposes obligations as to the performance of
OF
a. to enter into, and manage, supply agreements k. to raise and maintain public awareness of the (ba) to ensure arrangements are in place for those Functions:
in order to ensure contributions are made to scheme, including how the scheme operates verifying the number of containers that
the costs of the scheme; and the location of refund points; have been returned to refund points; I. the Call Centre Functions;
COORDINATOR b. to establish and maintain databases of
container approvals and scheme agreements;
c. to enter into, and manage, export rebate
agreements;
l. to receive and deal with complaints relating
to the scheme from members of the public
and entities participating in the scheme;
m. to obtain data on recycling rates for containers
(c) to ensure arrangements are in place to verify
the eligibility of any first responsible supplier
of a beverage product claiming to be a minor
beverage supplier;
II.
III.
IV.
V.
the Coordinator Functions;
the IT Functions;
the Plastic Bag Management Functions;
the Transition Out Functions; and
The Coordinator statutory functions are d. to establish a network of refund points by prior to the commencement of the scheme and (ca) to receive applications under VI. all other functions, things or tasks which
stated in s. 47Z of the Waste Avoidance entering into refund point agreements and, if throughout its operation in order to measure regulations 3I and 3O in relation to WARRRL performs, or is or may be required to
directed to do so by the Minister, by acting as the outcomes of the scheme; container approvals on behalf of the perform, to comply with its obligations under
and Resource Recovery Act 2007 a refund point operator; n. any other functions given under this Act or CEO and to advise the CEO in relation this Deed.
e. to enter into, and manage, refund point another Act. to the applications;
agreements; (cb) to publish guidelines to assist people in Note that the “Coordinator Functions” include all
f. to enter into, and manage, material recovery Pursuant to s. 47Z(3)(a) of the Act, the following identifying the person that is the first functions, things or tasks which WARRRL performs
agreements; additional functions have been given to the Coordinator responsible supplier under section 47D or may be required to perform to comply with the Act,
g. to ensure arrangements are in place for — in reg. 7(2) of the Waste Avoidance and Resource of the Act; Regulations, Conditions of Appointment and the State
i. returning and collecting containers; and Recovery (Container Deposit Scheme) Regulations 2019: (d) to identify and report to the CEO on persons Deed, so captures the entirety of obligations of WARRRL.
ii. handling, sorting, processing, verifying, suspected of committing an offence under
transporting and recycling containers (2) For the purposes of section 47Z(3)(a) of the Act, section 47E(2) of the Act, and to attempt
that have been returned to a refund the Coordinator has the following additional to ensure that the persons comply with the
point or collected or received by an MRF functions — requirements of that section.
operator; (a) to ensure arrangements are in place for
h. to determine the amounts payable under verifying that all collected containers and
the scheme to and by the Coordinator under returned containers (as those terms are
scheme agreements; defined in section 47M of the Act) are reused
or recycled;
STRATEGY 2020-2021 35APPENDIX B SCHEME ACCESSIBILITY
MOBILISATION What we promised What we delivered Status
PHASE
100% minimum service standards in regions and 75% in Perth/Peel; and, in some areas, exceeding minimum
Collection network established
standards
PROGRESS Proactive identification of businesses in target locations 107 applications for 399 refund points resulting in the most diverse RPO Scheme base in Australia
REPORT Application and tender process management
End-to-end management of initial procurement process consistent with commitments to the State Government,
with a Board committee formed (including State Government participation) to oversee completion
July 2019 to September 2020 Mobilisation support
A fully resourced RPOs team driving implementation of agreed plans with RPOs, processing providers and
logistics providers across WA
STRATEGY 2020-2021 37PRODUCER RESPONSIBILITY RECYCLING MATERIALS
What we promised What we delivered Status What we promised What we delivered Status
Communication of methodology for setting Contract finalisation and execution for processing, logistics,
Published on WARRRL website in March 2020 Material Recovery Agreement and Recycle Panel Agreement approved by the CEO of DWER in August 2020
Scheme price MRFs and recycling panel
Communication of expected Scheme price for A request for proposal process was completed for glass only, which will result in all glass collected by RPOs
Communication to beverage industry on 14 February 2020 and confirmed on 10 June 2020 Tender process management
initial Scheme periods recycled into new bottles
WARRRL Board approved 14 panel participants in July 2020 who are major recyclers who already transact in the
Leverage and update existing approved container databases 14,909 beverage containers approved by the CEO of DWER, leveraging Queensland database with more to come eastern states Schemes approved in July 2020
Establishment of panel of recyclers
Established a structure to consolidate small regional lots to ensure timely sale of processed material
Extensive beverage supplier database created with support from Queensland and New South Wales and
Leverage and update beverage supplier register
communicating with them regularly via electronic direct mail and webinars
Validation and testing of the online recycling
Online auction platform performance business as usual acceptance completed by September 2020
material sales platform
Finalise and execute beverage supplier Supply Agreement approved by the CEO of DWER on 17 March 2020 with execution commencing 24 August 2020
Establishment of operational protocols for collection network
participants, including work health and safety and
Protocols and handling and storing of all Scheme materials agreed with processing and logistics providers
environmental standards and material handling
and storage protocol
Implement robust contract governance framework Contract managers appointed for all contracted Scheme participants
IT platform implementation and testing CES will complete all testing and validation in September 2020
38 STRATEGY 2020-2021 STRATEGY 2020-2021 39SCHEME PAYMENTS
What we promised What we delivered Status
Forecast Scheme costs and Scheme price Business plan submitted with all Scheme costs
WARRRL Board approved Liquidity Policy in July 2020 Board meeting, which will underwrite the ability of the
Ensure initial liquidity of the Scheme Scheme to meet all liabilities. State Government loan dedicated to initial working capital requirements of the
Scheme approved by the WARRRL Board in June 2020
Payments components of IT platform
End-to-end transaction business acceptance testing completed by CES on 7 September 2020
implementation and testing
Export rebates Export rebate agreement to be finalised in conjunction with the CEO of DWER prior to Scheme commencement
STRATEGY 2020-2021 41SCHEME AWARENESS
What we promised What we delivered Status What we promised What we delivered Status
Development of Scheme brand in conjunction with A monthly meeting with DWER, WARRRL and the State Government is held to review progress and discuss issues
Containers for Change approved by State Government as the Scheme brand in May 2019 Establish a close working relationship with State Government
State Government relevant to a successful commencement. A communications protocol to support effective messaging was agreed
to ensure consistency of message around the positive aspects
between the parties in January 2020 and provides an appropriate structure to ensure positive messaging to the
Public awareness and education have been demonstrated by: of the Scheme
community through the mobilisation period
• development and delivery of an integrated advertising campaign across television, press, search, radio and
social media;
• completing over 50 in-person and online community information sessions statewide; Community information sessions were developed for March to May 2020. In March 2020, these popular events
• delivery of a mobilisation website featuring essential information for Scheme participation; were cancelled due to the impact of COVID-19. To that point, 10 well attended sessions had taken place.
• delivery of an updated website that ensures the Scheme is simple to understand and easy to participate in,
positions containers as a community resource and drives trust in the Scheme’s circular economy model; Upon re-mobilisation, a new calendar of in-person and online community information sessions was developed and
• delivery of RPO marketing toolkit and suite of creative assets; then delivered throughout August 2020. Attendance at in-person sessions was capped in line with venue capacity
• delivery of a community group fundraising toolkit and suite of creative assets; Successful delivery of in-person and online restrictions due to COVID-19 social distancing requirements.
Refinement and implementation of • active social media presence, using channels as a tool for education about the Scheme; community information sessions
Public Education and Awareness Plan • built a customer and community group database that receives regular e-newsletter communications about In-person community information sessions were held in every region of the state, with online sessions also
containers for change; available. WARRRL also partnered with the deaf and hard of hearing community for an accessible event, and
• delivery of a suite of ‘explainer’ assets to be used cross-platforms and by various network participants waste wise schools for an information session with schools and teachers.
for Scheme education purposes, for example ‘how to’ videos, circular economy infographics and container
volume infographics; By Scheme launch, over 50 community information sessions were completed, with well over 2,500 registrants.
• utilising logistics providers to become ‘moving billboards’ with trucks Scheme-branded;
• participation and support of industry events, such as WA Local Government Association waste conferences;
• generating positive earned media with high population reach; and
Reflecting WARRRL’s commitment to engage and collaborate with WA Aboriginal and Torres Strait Islander
• the final Public Education and Awareness Plan is submitted to the Minister for approval with other business
communities in a way that upholds the pillars of engagement outlined in WARRRL’s Aboriginal and Torres
plan documents. Facilitate cultural awareness training (CAT) for WARRRL
Strait Islander Communities and Remote Communities Engagement Plan, WARRRL engaged its Aboriginal
staff, WARRRL Board and refund point network and begin
Advisor, Ingrid Cumming of Kaart Koort Wiern to lead cultural awareness training for WARRRL staff, WARRRL
Scheme go-live marketing A marketing investment in Containers for Change across all media platforms during mobilisation the RAP development project
Board members and Containers for Change RPOs and support the development of the WARRRL RAP. WARRRL
acknowledged that this important project is a long-term undertaking.
Contact centre establishment CES is providing contact centre services to WARRRL and has been operational since July 2019
A weekly DWER, WARRRL, and State Government steering committee operated from July 2019 to June 2020, to
Established plan of activities with DWER and the State
support mobilisation. The Scheme CDS Liaison Group established under regulation commenced meeting weekly in
Government on the lead-up to go-live
June 2020
42 STRATEGY 2020-2021 STRATEGY 2020-2021 43SCHEME REPORTING
What we promised What we delivered Status
The CEO of DWER has prepared a reporting code pursuant to the Regulations and all requirements of that code
Establish reporting protocols
have been met to date
Ensure that DWER and the State Government is fully informed A weekly DWER, WARRRL, and State Government steering committee operated from July 2019 to June 2020, to
of mobilisation performance via regular reporting of milestone support mobilisation. The Scheme CDS Liaison Group, established under regulation commenced meeting weekly in
achievements June 2020
Reporting to DWER and the State Government on Scheme A monthly meeting with DWER, WARRRL and the State Government is held to review progress and discuss issues
performance relevant to a successful commencement
WARRRL is maintaining an ongoing review of Scheme performance in other jurisdictions and has built an effective
Obtain recycling rates of beverage containers prior
relationship with Containers for Change Queensland. This relationship has enabled the sharing of information
to Scheme commencement
including recycling rates, learnings and insights that have assisted the development of the WA Scheme
STRATEGY 2020-2021 45OPPORTUNITIES TO PARTICIPATE
What we promised What we delivered Status What we promised What we delivered Status
The 2019 procurement process included 30 state-wide industry information sessions, with attendees representing In February 2020, WARRRL hosted a two-day induction event for all RPOs, covering all training and topics needed
various potential operators, including social enterprise. WARRRL held three specific social enterprise centred to successfully mobile and operate a refund point. WARRRL also invited a selection of successful RPOs from
industry information sessions – two webinars with the state-wide network of Community Resource Centres Queensland to this event so that local operators could gain valuable first-hand insights into how to operate a
(August 2019); and WARRRL also teamed with peak body, Shelter WA, to hold an industry information session for successful and safe refund point.
social enterprises in October 2019.
Following Scheme delay due to COVID-19, WARRRL completed additional refund point training across July,
Attendees at the calendar of state-wide in-person industry information sessions comprising: 16% social August and September 2020 through weekly webinars covering all essential subjects necessary for successful
Direct engagement with social enterprise enterprises, 15% local government and 30% businesses (39% undisclosed). mobilisation and operations, including:
organisations and enable them to participate WARRRL visited the Kimberley in October 2019 to meet with Aboriginal organisations and community groups to
in the Scheme speak about participation opportunities within the Scheme as RPOs or logistics and processing providers. • work health safety and environment;
• creating connections; commercial and community groups (creating social licence and driving redemption);
Support social enterprise organisations to The establishment of the most diversely operated container deposit scheme in Australia: • best bang for your buck: marketing tips and tricks;
understand opportunities for participation in the Scheme – • 36% of refund point sites are set to be operated by social enterprise • finding strength and stability through staff diversity;
as RPOs, processing providers, logistics providers, donation • 9% of refund point sites are set to be operated by Local Government; and • customer creation and retention: minimising effort, maximising reward (customer experience, best practice
points or registered charity groups receiving donations via • 55% of refund point sites are set to be operated by commercial business, including a large percentage of sites, contact centre, handling complaints);
Customer Scheme Accounts small to medium sized entities. • creating newsworthy content (earned media generation and a briefing on WARRRL’s Media Policy, a
Training and support to meet mobilisation activities contractual obligation);
All RPOs in the Kimberley are Aboriginal organisations. and ensure readiness for RPOs, processing providers • Kart Koort Wiern: cultural awareness training;
and logistics providers • container eligibility and stopping fraud; and
WARRRL has directly engaged the community through community information sessions, marketing and • multiple small group training sessions on the POS system.
communications campaigns and network partnerships to educate about participating in the Scheme as
donation points, both physical and virtual. Leveraging the Scheme to facilitate effective fundraising WARRRL delivered the first ever green guide to RPOs in July 2020. The green guide is a handbook on how to
campaigns is a highly effective usage of the Scheme’s refund potential. become a successful and profitable recycling partner. The green guide takes results from significant customer
experience research undertaken by the Scheme in the last quarter of 2019, together with learnings from the most
successful Containers for Change operators, drawing out best practice and the most useful advice, and distils
Containers for Change includes a Scheme ID facility which enables individuals and community groups to register this knowledge into one comprehensive guide.
and thereby enable a ‘virtual donation’ capability.
WARRRL also communicates with its network of RPOs through its weekly ‘Refund Wrap’ e-newsletter, keeping
In addition to Scheme ID sign-up, the new Containers for Change website features: operators up to date with all pertinent mobilisation information and supports.
Set up and implementation of donations to charity groups via • A charity look-up facility so the public can search for their favourite charity/community group. If that group
the IT platform has registered for a Scheme ID it will appear in the search results and the customer can donate their WARRRL regularly communicates with its logistics and processing partners to ensure Scheme readiness and
container refund to the registered charity via their unique Scheme ID at any refund point across the state; optimised operations.
and
• Charities and community groups can access a community group blueprint and toolkit of creative assets to WARRRL has also organised and hosted tours of the Queensland Containers for Change network for potential and
successfully enable fundraising activities. contracted RPOs, logistics providers and processing providers.You can also read
