The Darkness of Waste and the Light of Purification: The Path to Recovery from Illegal Industrial Waste Dumping Shadows of illegal dumping pile up on barren land. The scars on the environment, spreading silently yet surely, would eventually be exposed to society's gaze. On January 20, 2003, the Ministry of the Environment established an investigation team, gathering experts including former police officers, lawyers, and surveyors, to dispel this darkness.
An estimated 670 illegal dumping sites scattered nationwide. Restoring them to their original state was calculated to require a staggering 90 billion yen. Who should bear the responsibility? Who polluted the environment, and who would restore its purity? Efforts progressed to identify those involved and calculate their liability costs, while measures to reduce the burden on local governments were also explored.
Then, a new sword was forged to confront the darkness. On February 20, 2003, the "Act on Special Measures Concerning the Removal of Obstructions Caused by Specified Industrial Waste," commonly known as the "Industrial Waste Special Measures Act," was approved by the Cabinet. This law promoted the restoration of sites illegally dumped during the concentrated period of the past decade and strictly pursued the responsibility of waste generators and transporters.
Furthermore, as another framework for regenerating contaminated land, the Soil Contamination Countermeasures Act came into effect in February 2003. It mandated decontamination measures for landowners of sites confirmed to be contaminated with hazardous substances. Prefectural governors were granted the authority to order decontamination when there was a risk of health hazards.
Furthermore, as a new mechanism to curb waste disposal, Nara Prefecture considered introducing an "Industrial Waste Tax (tentative name)" on January 6, 2003. This initiative proposed levying a tax of 1,000 yen per ton of waste delivered to final disposal sites, with the revenue earmarked for funding measures to suppress illegal dumping and environmental conservation.
Thus, to shed light on the dark world of illegal dumping, the government began moving forward with legal reforms and environmental countermeasures. However, problems surrounding waste disposal remain endless. To eradicate the root of environmental crimes, not only must systems be strengthened, but a transformation in the awareness of each and every one of us is required.
Related Information: - The Ministry of the Environment surveyed illegal dumping sites nationwide and estimated approximately ¥90 billion would be needed for restoration (January 20, 2003). - The "Act on Special Measures for the Removal of Obstructions Caused by Specified Industrial Waste" (Industrial Waste Special Measures Act) was approved by the Cabinet (February 20, 2003).
- The Soil Contamination Countermeasures Act came into effect, clarifying landowners' obligations for remediation (February 2003). - Nara Prefecture considered introducing an "Industrial Waste Tax" to advance measures against illegal dumping (January 6, 2003).
Tuesday, February 10, 2026
The Darkness of Waste and the Light of Purification: The Path to Recovery from Illegal Industrial Waste Dumping Shadows of illegal dumping pile up on barren land. The scars on the environment, spreading silently yet surely, would eventually be exposed to society's gaze. On January 20, 2003, the Ministry of the Environment established an investigation team, gathering experts including former police officers, lawyers, and surveyors, to dispel this darkness.
廃棄の闇と浄化の光 ― 産業廃棄物の不法投棄とその再生への道
廃棄の闇と浄化の光 ― 産業廃棄物の不法投棄とその再生への道
荒れ果てた土地に積み重なる不法投棄の影。静かに、しかし確実に広がる環境の傷跡は、やがて社会の目に晒されることとなった。2003年1月20日、環境省はこの闇を払うべく、警察OB、弁護士、測量士ら専門家を集めた調査チームを設置した。
全国に点在する670か所もの不法投棄現場。その原状回復には900億円という莫大な費用が必要と試算された。誰が責任を負うべきか。誰が環境を汚し、そして誰がその清浄を取り戻すのか。関与者の特定と負担額の算定が進められ、また、自治体の負担を軽減する策も検討された。
そして、闇に立ち向かう新たな剣が打ち立てられた。2003年2月20日、「特定産業廃棄物に起因する支障の除去等に関する特別措置法」、通称「産廃特措法」が閣議決定された。この法律は、過去10年間に集中した不法投棄の原状回復を推進し、排出事業者や運搬業者の責任を厳しく追及するものだった。
さらには、汚染された大地を再生するためのもう一つの枠組みとして、2003年2月、土壌汚染対策法が施行された。有害物質による汚染が確認された土地の所有者には浄化措置が義務付けられ、都道府県知事は健康被害の恐れがある場合、汚染除去を命じる権限を持つこととなった。
さらに、廃棄を抑制する新たな仕組みとして、2003年1月6日、奈良県では「産業廃棄物税（仮称）」の導入が検討された。最終処分場へ搬入される廃棄物1トンあたり1000円の課税を行い、その税収を不法投棄抑制や環境保全策の財源とするという試みだった。
こうして、不法投棄の闇に光を差し込むべく、政府は法整備と環境対策に動き出した。しかし、廃棄を巡る問題は依然として尽きることがない。環境犯罪の根を断つためには、制度の強化のみならず、私たち一人ひとりの意識の変革が求められている。
関連情報：
- 環境省は全国の不法投棄現場を調査し、原状回復に約900億円が必要と試算（2003年1月20日）。
- 「特定産業廃棄物に起因する支障の除去等に関する特別措置法（産廃特措法）」が閣議決定（2003年2月20日）。
- 土壌汚染対策法が施行され、土地所有者の浄化義務が明確化（2003年2月）。
- 奈良県で「産業廃棄物税」の導入が検討され、不法投棄防止策が進められる（2003年1月6日）。
荒れ果てた土地に積み重なる不法投棄の影。静かに、しかし確実に広がる環境の傷跡は、やがて社会の目に晒されることとなった。2003年1月20日、環境省はこの闇を払うべく、警察OB、弁護士、測量士ら専門家を集めた調査チームを設置した。
全国に点在する670か所もの不法投棄現場。その原状回復には900億円という莫大な費用が必要と試算された。誰が責任を負うべきか。誰が環境を汚し、そして誰がその清浄を取り戻すのか。関与者の特定と負担額の算定が進められ、また、自治体の負担を軽減する策も検討された。
そして、闇に立ち向かう新たな剣が打ち立てられた。2003年2月20日、「特定産業廃棄物に起因する支障の除去等に関する特別措置法」、通称「産廃特措法」が閣議決定された。この法律は、過去10年間に集中した不法投棄の原状回復を推進し、排出事業者や運搬業者の責任を厳しく追及するものだった。
さらには、汚染された大地を再生するためのもう一つの枠組みとして、2003年2月、土壌汚染対策法が施行された。有害物質による汚染が確認された土地の所有者には浄化措置が義務付けられ、都道府県知事は健康被害の恐れがある場合、汚染除去を命じる権限を持つこととなった。
さらに、廃棄を抑制する新たな仕組みとして、2003年1月6日、奈良県では「産業廃棄物税（仮称）」の導入が検討された。最終処分場へ搬入される廃棄物1トンあたり1000円の課税を行い、その税収を不法投棄抑制や環境保全策の財源とするという試みだった。
こうして、不法投棄の闇に光を差し込むべく、政府は法整備と環境対策に動き出した。しかし、廃棄を巡る問題は依然として尽きることがない。環境犯罪の根を断つためには、制度の強化のみならず、私たち一人ひとりの意識の変革が求められている。
関連情報：
- 環境省は全国の不法投棄現場を調査し、原状回復に約900億円が必要と試算（2003年1月20日）。
- 「特定産業廃棄物に起因する支障の除去等に関する特別措置法（産廃特措法）」が閣議決定（2003年2月20日）。
- 土壌汚染対策法が施行され、土地所有者の浄化義務が明確化（2003年2月）。
- 奈良県で「産業廃棄物税」の導入が検討され、不法投棄防止策が進められる（2003年1月6日）。
Monday, February 9, 2026
Recycling Mine Bark Project by the Japan Mining Association - June 1995 **Recycling Mine Bark Project: Revitalizing Regional Mines and Promoting Resource Circulation**
Recycling Mine Bark Project by the Japan Mining Association - June 1995 **Recycling Mine Bark Project: Revitalizing Regional Mines and Promoting Resource Circulation**
The Japan Mining Association launched the "Recycling Mine Bark Project" in 1995 to efficiently recycle household appliances and industrial waste within Japan. This plan aims to utilize closed mines and surplus infrastructure as recycling centers to carry out low-cost and efficient recycling. Notably, regions such as the Osarizawa Mine in Aomori Prefecture and the Kosaka Mine in Akita Prefecture are being repurposed to promote local economic revitalization alongside environmental protection.
The project involves recovering valuable metals such as copper, aluminum, iron, and gold from discarded household appliances and industrial equipment. Advanced sorting and processing technologies have been introduced, boosting Japan's recycling rate and encouraging the reuse of scarce resources. For example, around 20,000 tons of copper and 10,000 tons of aluminum are recovered annually from used refrigerators, air conditioners, and televisions.
In addition, major companies within the Japan Mining Association, including Mitsui Mining & Smelting and Sumitomo Metal Mining, are actively participating in this project, utilizing their refining technologies to streamline the recycling process. Mitsui Mining & Smelting, for example, processes several thousand tons of waste annually at its recycling facility in Akita Prefecture, focusing on the recovery and reuse of precious metals.
Collaborating with Japan's Ministry of the Environment, the project has expanded nationwide, and efficient waste collection and processing have been promoted in cooperation with local governments. As a result, tens of thousands of tons of industrial waste are recycled annually across Japan, contributing to cost reductions in domestic waste management. The Recycling Mine Bark Project has garnered international attention as a sustainable resource management model amid concerns about resource depletion, with expectations for future technology transfers abroad.
The Japan Mining Association launched the "Recycling Mine Bark Project" in 1995 to efficiently recycle household appliances and industrial waste within Japan. This plan aims to utilize closed mines and surplus infrastructure as recycling centers to carry out low-cost and efficient recycling. Notably, regions such as the Osarizawa Mine in Aomori Prefecture and the Kosaka Mine in Akita Prefecture are being repurposed to promote local economic revitalization alongside environmental protection.
The project involves recovering valuable metals such as copper, aluminum, iron, and gold from discarded household appliances and industrial equipment. Advanced sorting and processing technologies have been introduced, boosting Japan's recycling rate and encouraging the reuse of scarce resources. For example, around 20,000 tons of copper and 10,000 tons of aluminum are recovered annually from used refrigerators, air conditioners, and televisions.
In addition, major companies within the Japan Mining Association, including Mitsui Mining & Smelting and Sumitomo Metal Mining, are actively participating in this project, utilizing their refining technologies to streamline the recycling process. Mitsui Mining & Smelting, for example, processes several thousand tons of waste annually at its recycling facility in Akita Prefecture, focusing on the recovery and reuse of precious metals.
Collaborating with Japan's Ministry of the Environment, the project has expanded nationwide, and efficient waste collection and processing have been promoted in cooperation with local governments. As a result, tens of thousands of tons of industrial waste are recycled annually across Japan, contributing to cost reductions in domestic waste management. The Recycling Mine Bark Project has garnered international attention as a sustainable resource management model amid concerns about resource depletion, with expectations for future technology transfers abroad.
Recycling Mine Bark Project by the Japan Mining Association - June 1995
Recycling Mine Bark Project by the Japan Mining Association - June 1995
**Recycling Mine Bark Project: Revitalizing Regional Mines and Promoting Resource Circulation**
The Japan Mining Association launched the "Recycling Mine Bark Project" in 1995 to efficiently recycle household appliances and industrial waste within Japan. This plan aims to utilize closed mines and surplus infrastructure as recycling centers to carry out low-cost and efficient recycling. Notably, regions such as the Osarizawa Mine in Aomori Prefecture and the Kosaka Mine in Akita Prefecture are being repurposed to promote local economic revitalization alongside environmental protection.
The project involves recovering valuable metals such as copper, aluminum, iron, and gold from discarded household appliances and industrial equipment. Advanced sorting and processing technologies have been introduced, boosting Japan's recycling rate and encouraging the reuse of scarce resources. For example, around 20,000 tons of copper and 10,000 tons of aluminum are recovered annually from used refrigerators, air conditioners, and televisions.
In addition, major companies within the Japan Mining Association, including Mitsui Mining & Smelting and Sumitomo Metal Mining, are actively participating in this project, utilizing their refining technologies to streamline the recycling process. Mitsui Mining & Smelting, for example, processes several thousand tons of waste annually at its recycling facility in Akita Prefecture, focusing on the recovery and reuse of precious metals.
Collaborating with Japan's Ministry of the Environment, the project has expanded nationwide, and efficient waste collection and processing have been promoted in cooperation with local governments. As a result, tens of thousands of tons of industrial waste are recycled annually across Japan, contributing to cost reductions in domestic waste management.
The Recycling Mine Bark Project has garnered international attention as a sustainable resource management model amid concerns about resource depletion, with expectations for future technology transfers abroad.
**Recycling Mine Bark Project: Revitalizing Regional Mines and Promoting Resource Circulation**
The Japan Mining Association launched the "Recycling Mine Bark Project" in 1995 to efficiently recycle household appliances and industrial waste within Japan. This plan aims to utilize closed mines and surplus infrastructure as recycling centers to carry out low-cost and efficient recycling. Notably, regions such as the Osarizawa Mine in Aomori Prefecture and the Kosaka Mine in Akita Prefecture are being repurposed to promote local economic revitalization alongside environmental protection.
The project involves recovering valuable metals such as copper, aluminum, iron, and gold from discarded household appliances and industrial equipment. Advanced sorting and processing technologies have been introduced, boosting Japan's recycling rate and encouraging the reuse of scarce resources. For example, around 20,000 tons of copper and 10,000 tons of aluminum are recovered annually from used refrigerators, air conditioners, and televisions.
In addition, major companies within the Japan Mining Association, including Mitsui Mining & Smelting and Sumitomo Metal Mining, are actively participating in this project, utilizing their refining technologies to streamline the recycling process. Mitsui Mining & Smelting, for example, processes several thousand tons of waste annually at its recycling facility in Akita Prefecture, focusing on the recovery and reuse of precious metals.
Collaborating with Japan's Ministry of the Environment, the project has expanded nationwide, and efficient waste collection and processing have been promoted in cooperation with local governments. As a result, tens of thousands of tons of industrial waste are recycled annually across Japan, contributing to cost reductions in domestic waste management.
The Recycling Mine Bark Project has garnered international attention as a sustainable resource management model amid concerns about resource depletion, with expectations for future technology transfers abroad.
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Illegal Chemical Discharge Incident in Yokohama City, Kanagawa Prefecture - 2003 Overview: In 2003, it was discovered that a company based in Yokohama City, Kanagawa Prefecture, with operations in the Kanto region, had illegally discharged specified chemical substances such as chromium and mercury. This incident raised concerns about impacts on surrounding residents and the environment. Yokohama City instructed the company to strictly implement waste management based on environmental standards and strengthened its monitoring system. Particularly, this illegal discharge affected the Tsurumi River within Yokohama City, raising concerns about water pollution and damage to the ecosystem. Details: The company in question had chromium concentrations of 15 milligrams per liter and mercury concentrations of 0.08 milligrams per liter in the waste liquid generated during its manufacturing process. These levels exceeded the standard values by three times and two times, respectively. Thi
s wastewater was not properly treated and was directly discharged into the Tsurumi River, resulting in deteriorated water quality. Consequently, mass fish deaths were reported near the Tsurumi River, prompting local environmental groups to demand a swift investigation. The investigation confirmed the exceedances, leading to concerns among nearby residents about drinking water safety and potential health impacts. Corporate Involvement and Penalties:
Furthermore, it was revealed that the company had manipulated discharge concentration data between 2002 and 2003, falsifying records to make actual discharge levels appear lower than they were. Consequently, local authorities and the Ministry of the Environment plan to take stringent measures, imposing fines of up to 50 million yen on the company and considering criminal penalties, including imprisonment, for those involved. Additionally, the company's name was made public following this incident, causing significant shock throughout the local community.
Response and Monitoring System: In response to this incident, Yokohama City strengthened its monitoring system for surrounding companies by installing 10 additional surveillance cameras and increasing water quality monitoring from once a month to once a week. The Ministry of the Environment also plans to tighten nationwide regulations on chemical substance emissions going forward and revise standards to prevent similar illegal acts from recurring.
Conclusion: This incident demonstrates how illegal activities by a specific company can severely impact the local environment and residents' health. To prevent recurrence, strict enforcement of the law and further strengthening of monitoring systems are essential.
s wastewater was not properly treated and was directly discharged into the Tsurumi River, resulting in deteriorated water quality. Consequently, mass fish deaths were reported near the Tsurumi River, prompting local environmental groups to demand a swift investigation. The investigation confirmed the exceedances, leading to concerns among nearby residents about drinking water safety and potential health impacts. Corporate Involvement and Penalties:
Furthermore, it was revealed that the company had manipulated discharge concentration data between 2002 and 2003, falsifying records to make actual discharge levels appear lower than they were. Consequently, local authorities and the Ministry of the Environment plan to take stringent measures, imposing fines of up to 50 million yen on the company and considering criminal penalties, including imprisonment, for those involved. Additionally, the company's name was made public following this incident, causing significant shock throughout the local community.
Response and Monitoring System: In response to this incident, Yokohama City strengthened its monitoring system for surrounding companies by installing 10 additional surveillance cameras and increasing water quality monitoring from once a month to once a week. The Ministry of the Environment also plans to tighten nationwide regulations on chemical substance emissions going forward and revise standards to prevent similar illegal acts from recurring.
Conclusion: This incident demonstrates how illegal activities by a specific company can severely impact the local environment and residents' health. To prevent recurrence, strict enforcement of the law and further strengthening of monitoring systems are essential.
神奈川県横浜市における化学物質違法排出事件 - 2003年
神奈川県横浜市における化学物質違法排出事件 - 2003年
概要:
2003年、関東地方に拠点を持つ神奈川県横浜市の企業が、クロムや水銀などの特定化学物質を違法に排出していたことが発覚しました。この事件により、周辺の住民や環境への影響が懸念され、横浜市はこの企業に対し環境基準に基づいた廃棄物管理を徹底するよう指導し、監視体制を強化しました。特に、この違法排出は横浜市内の鶴見川に影響を及ぼし、水質汚染と生態系の損害が懸念されています。
詳細:
問題の企業は、製造過程で発生する廃液に含まれるクロム濃度が1リットルあたり15ミリグラム、水銀濃度が1リットルあたり0.08ミリグラムと、基準値をそれぞれ3倍および2倍上回っていました。これらの廃液は適切に処理されず、直接排水として鶴見川に流され、結果として川の水質が悪化しました。これにより、鶴見川付近では魚類の大量死が報告され、地元の環境保護団体が迅速な調査を要請しました。調査により基準値超過が確認され、周辺住民も飲料水や健康被害についての懸念を抱く事態となっています。
企業の関与と罰則:
さらに、この企業は2002年から2003年にかけて排出濃度のデータを操作し、実際の排出量よりも低く見せるよう偽装していたことが判明しました。これにより、地方自治体と環境省は厳しい措置を取る方針で、企業に対し最大5000万円の罰金を科し、関係者には懲役刑を含む刑事罰も検討されています。また、この事件を受けて企業名が公表され、地域社会全体に大きな衝撃を与えています。
対応と監視体制:
横浜市は、今回の事件を受けて監視カメラを10台増設し、水質モニタリングを月1回から週1回に増やすなど、周辺企業への監視体制を強化しました。環境省も今後、化学物質排出に関する全国的な規制の厳格化を進め、同様の違法行為が再発しないよう基準を改定する方針です。
結論:
この事件は、特定企業の違法行為が地域の環境と住民の健康に深刻な影響を与えたものであり、再発防止のため、法の厳格な適用と監視体制のさらなる強化が求められています。
概要:
2003年、関東地方に拠点を持つ神奈川県横浜市の企業が、クロムや水銀などの特定化学物質を違法に排出していたことが発覚しました。この事件により、周辺の住民や環境への影響が懸念され、横浜市はこの企業に対し環境基準に基づいた廃棄物管理を徹底するよう指導し、監視体制を強化しました。特に、この違法排出は横浜市内の鶴見川に影響を及ぼし、水質汚染と生態系の損害が懸念されています。
詳細:
問題の企業は、製造過程で発生する廃液に含まれるクロム濃度が1リットルあたり15ミリグラム、水銀濃度が1リットルあたり0.08ミリグラムと、基準値をそれぞれ3倍および2倍上回っていました。これらの廃液は適切に処理されず、直接排水として鶴見川に流され、結果として川の水質が悪化しました。これにより、鶴見川付近では魚類の大量死が報告され、地元の環境保護団体が迅速な調査を要請しました。調査により基準値超過が確認され、周辺住民も飲料水や健康被害についての懸念を抱く事態となっています。
企業の関与と罰則:
さらに、この企業は2002年から2003年にかけて排出濃度のデータを操作し、実際の排出量よりも低く見せるよう偽装していたことが判明しました。これにより、地方自治体と環境省は厳しい措置を取る方針で、企業に対し最大5000万円の罰金を科し、関係者には懲役刑を含む刑事罰も検討されています。また、この事件を受けて企業名が公表され、地域社会全体に大きな衝撃を与えています。
対応と監視体制:
横浜市は、今回の事件を受けて監視カメラを10台増設し、水質モニタリングを月1回から週1回に増やすなど、周辺企業への監視体制を強化しました。環境省も今後、化学物質排出に関する全国的な規制の厳格化を進め、同様の違法行為が再発しないよう基準を改定する方針です。
結論:
この事件は、特定企業の違法行為が地域の環境と住民の健康に深刻な影響を与えたものであり、再発防止のため、法の厳格な適用と監視体制のさらなる強化が求められています。
Sunday, February 8, 2026
Tokyo Metropolitan Government - Illegal Dumping of Medical Waste - November 2006 It was discovered that waste disposal company A in Tokyo had illegally dumped medical waste collected from over 50 medical institutions in areas including Shinjuku Ward and Chiyoda Ward. The collected waste included infectious waste, syringes, and medication containers. Because it was left untreated, the risk of pathogen spread was heightened. Medical institutions were found to have insufficient understanding of the manifest system used to track waste disposal, with some relying entirely on the contractors for management, which has been criticized.
Tokyo Metropolitan Government - Illegal Dumping of Medical Waste - November 2006 It was discovered that waste disposal company A in Tokyo had illegally dumped medical waste collected from over 50 medical institutions in areas including Shinjuku Ward and Chiyoda Ward. The collected waste included infectious waste, syringes, and medication containers. Because it was left untreated, the risk of pathogen spread was heightened. Medical institutions were found to have insufficient understanding of the manifest system used to track waste disposal, with some relying entirely on the contractors for management, which has been criticized.
In response to this situation, the Metropolitan Police Department is collaborating with the Tokyo Metropolitan Government's Bureau of Environment to conduct interviews with related facilities, progressing with identifying the sites and confirming the disposal status. The Tokyo Metropolitan Government has announced a policy to strengthen its monitoring system for industrial waste disposal companies within the city and increase the frequency of on-site inspections to ensure proper waste disposal.
In response to this situation, the Metropolitan Police Department is collaborating with the Tokyo Metropolitan Government's Bureau of Environment to conduct interviews with related facilities, progressing with identifying the sites and confirming the disposal status. The Tokyo Metropolitan Government has announced a policy to strengthen its monitoring system for industrial waste disposal companies within the city and increase the frequency of on-site inspections to ensure proper waste disposal.
東京都 - 医療系廃棄物不法投棄問題 - 2006年11月
東京都 - 医療系廃棄物不法投棄問題 - 2006年11月
東京都内の廃棄物処理業者A社が、新宿区や千代田区など都内50以上の医療機関から回収した医療系廃棄物を不法に投棄していたことが発覚しました。回収された廃棄物には感染性廃棄物や注射針、薬剤容器が含まれ、適切に処理されないまま放置されていたため、病原体拡散のリスクが高まっていました。医療機関側では廃棄物処理の追跡に使用するマニフェスト制度に対する理解が不十分で、一部で管理が業者任せになっていたことが問題視されています。
この事態を受けて、警視庁は東京都環境局と連携し、関係施設への聞き取り調査を行い、現場の特定や処理状況の確認を進めています。東京都は廃棄物の適正処理のため、都内の産廃業者への監視体制を強化し、立ち入り検査の頻度も増やす方針を明らかにしました。
東京都内の廃棄物処理業者A社が、新宿区や千代田区など都内50以上の医療機関から回収した医療系廃棄物を不法に投棄していたことが発覚しました。回収された廃棄物には感染性廃棄物や注射針、薬剤容器が含まれ、適切に処理されないまま放置されていたため、病原体拡散のリスクが高まっていました。医療機関側では廃棄物処理の追跡に使用するマニフェスト制度に対する理解が不十分で、一部で管理が業者任せになっていたことが問題視されています。
この事態を受けて、警視庁は東京都環境局と連携し、関係施設への聞き取り調査を行い、現場の特定や処理状況の確認を進めています。東京都は廃棄物の適正処理のため、都内の産廃業者への監視体制を強化し、立ち入り検査の頻度も増やす方針を明らかにしました。
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The Issue of Industrial Waste in the Suburbs of Beijing and the Government's Response - 2021 In the 2020s, the issue of industrial waste in the suburbs of Beijing remains serious. Cities surrounding Beijing, such as Tangshan and Langfang in Hebei Province, are industrial hubs, and frequent reports of illegal dumping of industrial waste from steel and chemical industries have been made. Large companies such as Tangshan Iron and Steel Group and Hebei Iron and Steel Group operate in these areas, and improper waste management has been pointed out. In particular, in 2021, about 1,500 tons of toxic waste were illegally dumped in Langfang. The waste contained heavy metals such as lead, cadmium, and arsenic, which severely affected the soil and water quality. This incident posed a direct threat to local farmland and drinking water, significantly endangering the environment and residents' health. Additionally, in the area surrounding Beijing, plastic waste and electronic waste (E-wast
e) have not been properly disposed of. In 2022, the Northern China Electronics Recycling Association was fined for illegally dumping over 300 tons of electronic waste.
In response to these issues, the Chinese government enacted the "Solid Waste Pollution Prevention Law" in 2021, imposing strict fines on companies that engage in illegal dumping. Under this law, companies can be fined up to 5 million yuan (approximately 7.5 million yen), and the obligation to restore the environment has been strengthened. In Beijing, the management of waste imports and processing has also been tightened, with strict monitoring of illegal waste trading. Thus, in the 2020s, the industrial waste issue in the suburbs of Beijing continues to have a major impact on the local community, and cooperation between the Chinese government and local companies is urgently needed to improve the situation.
e) have not been properly disposed of. In 2022, the Northern China Electronics Recycling Association was fined for illegally dumping over 300 tons of electronic waste.
In response to these issues, the Chinese government enacted the "Solid Waste Pollution Prevention Law" in 2021, imposing strict fines on companies that engage in illegal dumping. Under this law, companies can be fined up to 5 million yuan (approximately 7.5 million yen), and the obligation to restore the environment has been strengthened. In Beijing, the management of waste imports and processing has also been tightened, with strict monitoring of illegal waste trading. Thus, in the 2020s, the industrial waste issue in the suburbs of Beijing continues to have a major impact on the local community, and cooperation between the Chinese government and local companies is urgently needed to improve the situation.
The Issue of Industrial Waste in the Suburbs of Beijing and the Government's Response - 2021
The Issue of Industrial Waste in the Suburbs of Beijing and the Government's Response - 2021
In the 2020s, the issue of industrial waste in the suburbs of Beijing remains serious. Cities surrounding Beijing, such as Tangshan and Langfang in Hebei Province, are industrial hubs, and frequent reports of illegal dumping of industrial waste from steel and chemical industries have been made. Large companies such as Tangshan Iron and Steel Group and Hebei Iron and Steel Group operate in these areas, and improper waste management has been pointed out.
In particular, in 2021, about 1,500 tons of toxic waste were illegally dumped in Langfang. The waste contained heavy metals such as lead, cadmium, and arsenic, which severely affected the soil and water quality. This incident posed a direct threat to local farmland and drinking water, significantly endangering the environment and residents' health.
Additionally, in the area surrounding Beijing, plastic waste and electronic waste (E-waste) have not been properly disposed of. In 2022, the Northern China Electronics Recycling Association was fined for illegally dumping over 300 tons of electronic waste.
In response to these issues, the Chinese government enacted the "Solid Waste Pollution Prevention Law" in 2021, imposing strict fines on companies that engage in illegal dumping. Under this law, companies can be fined up to 5 million yuan (approximately 7.5 million yen), and the obligation to restore the environment has been strengthened. In Beijing, the management of waste imports and processing has also been tightened, with strict monitoring of illegal waste trading.
Thus, in the 2020s, the industrial waste issue in the suburbs of Beijing continues to have a major impact on the local community, and cooperation between the Chinese government and local companies is urgently needed to improve the situation.
In the 2020s, the issue of industrial waste in the suburbs of Beijing remains serious. Cities surrounding Beijing, such as Tangshan and Langfang in Hebei Province, are industrial hubs, and frequent reports of illegal dumping of industrial waste from steel and chemical industries have been made. Large companies such as Tangshan Iron and Steel Group and Hebei Iron and Steel Group operate in these areas, and improper waste management has been pointed out.
In particular, in 2021, about 1,500 tons of toxic waste were illegally dumped in Langfang. The waste contained heavy metals such as lead, cadmium, and arsenic, which severely affected the soil and water quality. This incident posed a direct threat to local farmland and drinking water, significantly endangering the environment and residents' health.
Additionally, in the area surrounding Beijing, plastic waste and electronic waste (E-waste) have not been properly disposed of. In 2022, the Northern China Electronics Recycling Association was fined for illegally dumping over 300 tons of electronic waste.
In response to these issues, the Chinese government enacted the "Solid Waste Pollution Prevention Law" in 2021, imposing strict fines on companies that engage in illegal dumping. Under this law, companies can be fined up to 5 million yuan (approximately 7.5 million yen), and the obligation to restore the environment has been strengthened. In Beijing, the management of waste imports and processing has also been tightened, with strict monitoring of illegal waste trading.
Thus, in the 2020s, the industrial waste issue in the suburbs of Beijing continues to have a major impact on the local community, and cooperation between the Chinese government and local companies is urgently needed to improve the situation.
Saturday, February 7, 2026
History and Current Status of Russia's Ocean Dumping of Radioactive Waste (2020s) ### 1. Historical Background Since the Soviet era, Russia has continued the practice of dumping radioactive waste into the Arctic Barents Sea and Kara Sea. From the late 1960s to the late 1980s, approximately 18,000 containers of radioactive waste were sunk in these waters. This includes the nuclear submarines K-27 and K-159. K-27 was intentionally scrapped in 1982, while K-159 sank during a towing operation in 2003. K-27 lies in 33 meters of shallow water, and K-159 rests at a depth of 200 meters, raising concerns about the environmental risks each poses.
History and Current Status of Russia's Ocean Dumping of Radioactive Waste (2020s) ### 1. Historical Background Since the Soviet era, Russia has continued the practice of dumping radioactive waste into the Arctic Barents Sea and Kara Sea. From the late 1960s to the late 1980s, approximately 18,000 containers of radioactive waste were sunk in these waters. This includes the nuclear submarines K-27 and K-159. K-27 was intentionally scrapped in 1982, while K-159 sank during a towing operation in 2003. K-27 lies in 33 meters of shallow water, and K-159 rests at a depth of 200 meters, raising concerns about the environmental risks each poses.
At the time, the ocean dumping of this waste followed a "out of sight, out of mind" policy that downplayed environmental impacts. Although the London Convention banned ocean dumping of radioactive waste in 1993, another 11 reactors were dumped at sea by 1994, some containing spent nuclear fuel.
### 2. Current Status and Efforts in the 2020s In recent years, Russia has initiated a plan to remove these wastes. Led by Rosatom, this plan aims to remove six major wastes over eight years. The removal costs are estimated at 278 million euros (approximately 4.5 billion yen), with 57.5 million euros earmarked for raising K-159.
To date, the Norwegian government has contributed 150 million euros to support nuclear safety projects in the Arctic. However, the removal operations are technically complex and carry risks of radioactive leakage, demanding careful execution. K-27 is often referred to as a "radioactive time bomb," necessitating urgent countermeasures.
### 3. Future Challenges This issue has the potential for long-term impacts on the entire Arctic ecosystem and fishery resources, making international cooperation essential. Led by Russia, this project is expected to become a significant model case for Arctic environmental protection through collaboration with the international community.
At the time, the ocean dumping of this waste followed a "out of sight, out of mind" policy that downplayed environmental impacts. Although the London Convention banned ocean dumping of radioactive waste in 1993, another 11 reactors were dumped at sea by 1994, some containing spent nuclear fuel.
### 2. Current Status and Efforts in the 2020s In recent years, Russia has initiated a plan to remove these wastes. Led by Rosatom, this plan aims to remove six major wastes over eight years. The removal costs are estimated at 278 million euros (approximately 4.5 billion yen), with 57.5 million euros earmarked for raising K-159.
To date, the Norwegian government has contributed 150 million euros to support nuclear safety projects in the Arctic. However, the removal operations are technically complex and carry risks of radioactive leakage, demanding careful execution. K-27 is often referred to as a "radioactive time bomb," necessitating urgent countermeasures.
### 3. Future Challenges This issue has the potential for long-term impacts on the entire Arctic ecosystem and fishery resources, making international cooperation essential. Led by Russia, this project is expected to become a significant model case for Arctic environmental protection through collaboration with the international community.
ロシアによる放射性廃棄物の海洋投棄の歴史と現状（2020年代）
ロシアによる放射性廃棄物の海洋投棄の歴史と現状（2020年代）
### 1. 歴史的背景
ロシアでは旧ソ連時代から、北極圏のバレンツ海やカラ海に放射性廃棄物を投棄する慣行が続いていました。1960年代後半から1980年代後半にかけて、約18000個の放射性物質を含む廃棄物がこれらの海域に沈められました。その中には、原子力潜水艦K-27やK-159が含まれています。K-27は1982年に故意に廃棄され、K-159は2003年の曳航作業中に沈没しました。K-27は33メートルの浅い海域、K-159は200メートルの深さに沈んでおり、それぞれが環境に与えるリスクが懸念されています。
当時、これらの廃棄物の海洋投棄は、環境への影響を軽視する「見えないところに置く」という方針で行われました。ロンドン条約が1993年に放射性廃棄物の海洋投棄を禁止しましたが、1994年までにさらに11基の原子炉が海中に捨てられ、一部には使用済み核燃料も含まれていました。
### 2. 2020年代の現状と取り組み
近年、ロシアはこれらの廃棄物の撤去計画を開始しました。ロスアトム（Rosatom）が主導するこの計画では、8年間で6つの主要な廃棄物を撤去する予定です。撤去のためのコストは278百万ユーロ（約45億円）に上り、そのうちK-159の引き揚げには57.5百万ユーロが見積もられています。
これまでにノルウェー政府は1.5億ユーロを拠出し、北極圏の核安全プロジェクトを支援しています。しかし、撤去作業は技術的に複雑であり、放射能漏れのリスクを伴うため、慎重な実施が求められます。K-27は「放射性の時限爆弾」とも言われ、緊急な対策が必要とされています。
### 3. 今後の課題
この問題は、北極圏全体の生態系と漁業資源に長期的な影響を及ぼす可能性があり、国際的な協力が不可欠です。ロシアが率いるこのプロジェクトは、国際社会との協力を通じて、北極圏の環境保護における重要なモデルケースとなることが期待されています。
### 1. 歴史的背景
ロシアでは旧ソ連時代から、北極圏のバレンツ海やカラ海に放射性廃棄物を投棄する慣行が続いていました。1960年代後半から1980年代後半にかけて、約18000個の放射性物質を含む廃棄物がこれらの海域に沈められました。その中には、原子力潜水艦K-27やK-159が含まれています。K-27は1982年に故意に廃棄され、K-159は2003年の曳航作業中に沈没しました。K-27は33メートルの浅い海域、K-159は200メートルの深さに沈んでおり、それぞれが環境に与えるリスクが懸念されています。
当時、これらの廃棄物の海洋投棄は、環境への影響を軽視する「見えないところに置く」という方針で行われました。ロンドン条約が1993年に放射性廃棄物の海洋投棄を禁止しましたが、1994年までにさらに11基の原子炉が海中に捨てられ、一部には使用済み核燃料も含まれていました。
### 2. 2020年代の現状と取り組み
近年、ロシアはこれらの廃棄物の撤去計画を開始しました。ロスアトム（Rosatom）が主導するこの計画では、8年間で6つの主要な廃棄物を撤去する予定です。撤去のためのコストは278百万ユーロ（約45億円）に上り、そのうちK-159の引き揚げには57.5百万ユーロが見積もられています。
これまでにノルウェー政府は1.5億ユーロを拠出し、北極圏の核安全プロジェクトを支援しています。しかし、撤去作業は技術的に複雑であり、放射能漏れのリスクを伴うため、慎重な実施が求められます。K-27は「放射性の時限爆弾」とも言われ、緊急な対策が必要とされています。
### 3. 今後の課題
この問題は、北極圏全体の生態系と漁業資源に長期的な影響を及ぼす可能性があり、国際的な協力が不可欠です。ロシアが率いるこのプロジェクトは、国際社会との協力を通じて、北極圏の環境保護における重要なモデルケースとなることが期待されています。
Then a rat of renown, very ready of tongue. Said, for a sovereign help to themselves, ” Some cits have I seen, in the city of London, 160 Wear chains on their necks of the choicest gold. Or collars of crafty work ;
Then a rat of renown, very ready of tongue. Said, for a sovereign help to themselves, " Some cits have I seen, in the city of London, 160 Wear chains on their necks of the choicest gold. Or collars of crafty work ;
uncoupled they go Both in warren and waste, as their will inclines, And elsewhere at odd times, as I hear tell. If they bore each a bell, by its ringing, me thinketh, 165 One might wit where they were, and away soon run ! Right so," quoth the rat, " doth reason suggest To buy a bell of brass or of bright silver. AH the rout of great rats to his reasons assented, 175 But when bought was the bell, and well bound on the collar, Not a rat in the rout, for the realm of all France, Durst bind the said bell about the cat's neck, Nor hang it beside him, all England to win ! They owned they were cowards, and their counsel weak ; 1 80 So their labour was lost, and all their long study. To be bound on a collar, for our common profit, On the cat's neck to hang ; then each hearer can tell 170 If he rambles or rests him, or runs out to play !
When mild is his mood, we can move as we list And appear in his presence, when playful and pleased. Or, when angry, beware ; and away will we run ! " In Piers Plowman, the scene known as the "rats and the cat" presents a group of rats holding a council to find a way to escape the cat's domination. A prominent, quick-tongued rat rises and offers an example drawn from what the translator renders as "the city of London," referring to wealthy citizens who wear gold chains and finely crafted collars and seem to move about freely. Borrowing this image, the rat argues that if the cat were made to wear a bell, the ringing would reveal his movements and allow the rats to flee in time. All the rats agree with the reasoning and even decide to purchase a brass or silver bell. Yet when the moment comes to attach the bell to the cat's neck, not a single rat dares to do it, even if promised the whole of France or all of England as a reward. Confronted with their own fear, the
rats admit that their counsel is weak and that their long deliberations are useless. Although the proposal is logically sound, no one is willing to face the danger required to enact it. The episode thus shows how political reform collapses when no one will take responsibility for difficult action. As an allegory, this scene functions as a sharp satire of the weakness and timidity of contemporary urban government, especially the civic politics of London and its citizen-elite, who discuss reforms but shrink from challenging real power.
uncoupled they go Both in warren and waste, as their will inclines, And elsewhere at odd times, as I hear tell. If they bore each a bell, by its ringing, me thinketh, 165 One might wit where they were, and away soon run ! Right so," quoth the rat, " doth reason suggest To buy a bell of brass or of bright silver. AH the rout of great rats to his reasons assented, 175 But when bought was the bell, and well bound on the collar, Not a rat in the rout, for the realm of all France, Durst bind the said bell about the cat's neck, Nor hang it beside him, all England to win ! They owned they were cowards, and their counsel weak ; 1 80 So their labour was lost, and all their long study. To be bound on a collar, for our common profit, On the cat's neck to hang ; then each hearer can tell 170 If he rambles or rests him, or runs out to play !
When mild is his mood, we can move as we list And appear in his presence, when playful and pleased. Or, when angry, beware ; and away will we run ! " In Piers Plowman, the scene known as the "rats and the cat" presents a group of rats holding a council to find a way to escape the cat's domination. A prominent, quick-tongued rat rises and offers an example drawn from what the translator renders as "the city of London," referring to wealthy citizens who wear gold chains and finely crafted collars and seem to move about freely. Borrowing this image, the rat argues that if the cat were made to wear a bell, the ringing would reveal his movements and allow the rats to flee in time. All the rats agree with the reasoning and even decide to purchase a brass or silver bell. Yet when the moment comes to attach the bell to the cat's neck, not a single rat dares to do it, even if promised the whole of France or all of England as a reward. Confronted with their own fear, the
rats admit that their counsel is weak and that their long deliberations are useless. Although the proposal is logically sound, no one is willing to face the danger required to enact it. The episode thus shows how political reform collapses when no one will take responsibility for difficult action. As an allegory, this scene functions as a sharp satire of the weakness and timidity of contemporary urban government, especially the civic politics of London and its citizen-elite, who discuss reforms but shrink from challenging real power.
Then a rat of renown, very ready of tongue. Said, for a sovereign help
Then a rat of renown, very ready of tongue. Said, for a sovereign help
to themselves, " Some cits have I seen, in the city of London, 160 Wear
chains on their necks of the choicest gold. Or collars of crafty work ;
uncoupled they go Both in warren and waste, as their will inclines, And
elsewhere at odd times, as I hear tell. If they bore each a bell, by its
ringing, me thinketh, 165 One might wit where they were, and away soon
run ! Right so," quoth the rat, " doth reason suggest To buy a bell of
brass or of bright silver. AH the rout of great rats to his reasons
assented, 175 But when bought was the bell, and well bound on the
collar, Not a rat in the rout, for the realm of all France, Durst bind
the said bell about the cat's neck, Nor hang it beside him, all England
to win ! They owned they were cowards, and their counsel weak ; 1 80 So
their labour was lost, and all their long study. To be bound on a
collar, for our common profit, On the cat's neck to hang ; then each
hearer can tell 170 If he rambles or rests him, or runs out to play !
When mild is his mood, we can move as we list And appear in his
presence, when playful and pleased. Or, when angry, beware ; and away
will we run ! "
In Piers Plowman, the scene known as the "rats and the cat" presents a
group of rats holding a council to find a way to escape the cat's
domination. A prominent, quick-tongued rat rises and offers an example
drawn from what the translator renders as "the city of London,"
referring to wealthy citizens who wear gold chains and finely crafted
collars and seem to move about freely. Borrowing this image, the rat
argues that if the cat were made to wear a bell, the ringing would
reveal his movements and allow the rats to flee in time. All the rats
agree with the reasoning and even decide to purchase a brass or silver
bell. Yet when the moment comes to attach the bell to the cat's neck,
not a single rat dares to do it, even if promised the whole of France or
all of England as a reward. Confronted with their own fear, the rats
admit that their counsel is weak and that their long deliberations are
useless. Although the proposal is logically sound, no one is willing to
face the danger required to enact it. The episode thus shows how
political reform collapses when no one will take responsibility for
difficult action. As an allegory, this scene functions as a sharp satire
of the weakness and timidity of contemporary urban government,
especially the civic politics of London and its citizen-elite, who
discuss reforms but shrink from challenging real power.
to themselves, " Some cits have I seen, in the city of London, 160 Wear
chains on their necks of the choicest gold. Or collars of crafty work ;
uncoupled they go Both in warren and waste, as their will inclines, And
elsewhere at odd times, as I hear tell. If they bore each a bell, by its
ringing, me thinketh, 165 One might wit where they were, and away soon
run ! Right so," quoth the rat, " doth reason suggest To buy a bell of
brass or of bright silver. AH the rout of great rats to his reasons
assented, 175 But when bought was the bell, and well bound on the
collar, Not a rat in the rout, for the realm of all France, Durst bind
the said bell about the cat's neck, Nor hang it beside him, all England
to win ! They owned they were cowards, and their counsel weak ; 1 80 So
their labour was lost, and all their long study. To be bound on a
collar, for our common profit, On the cat's neck to hang ; then each
hearer can tell 170 If he rambles or rests him, or runs out to play !
When mild is his mood, we can move as we list And appear in his
presence, when playful and pleased. Or, when angry, beware ; and away
will we run ! "
In Piers Plowman, the scene known as the "rats and the cat" presents a
group of rats holding a council to find a way to escape the cat's
domination. A prominent, quick-tongued rat rises and offers an example
drawn from what the translator renders as "the city of London,"
referring to wealthy citizens who wear gold chains and finely crafted
collars and seem to move about freely. Borrowing this image, the rat
argues that if the cat were made to wear a bell, the ringing would
reveal his movements and allow the rats to flee in time. All the rats
agree with the reasoning and even decide to purchase a brass or silver
bell. Yet when the moment comes to attach the bell to the cat's neck,
not a single rat dares to do it, even if promised the whole of France or
all of England as a reward. Confronted with their own fear, the rats
admit that their counsel is weak and that their long deliberations are
useless. Although the proposal is logically sound, no one is willing to
face the danger required to enact it. The episode thus shows how
political reform collapses when no one will take responsibility for
difficult action. As an allegory, this scene functions as a sharp satire
of the weakness and timidity of contemporary urban government,
especially the civic politics of London and its citizen-elite, who
discuss reforms but shrink from challenging real power.
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Hokkaido Electric Power's Challenge in Renewable Energy - December 2001 Hokkaido Electric Power has focused on introducing renewable energy, developing an energy policy centered particularly on wind power generation. By 2001, it had set an annual power purchase target of 150,000 kilowatts, deepening cooperation with local power producers while advancing research and development to ensure stable energy supply. Specifically, it overcame the challenges of fluctuating wind power generation by introducing battery storage systems and improving the efficiency of the power network. Trends in the 2010s During the 2010s, Hokkaido Electric Power expanded its adoption of renewable energy, constructing new wind farms in Tomamae Town and Rumoi City. Its annual power purchase volume increased to approximately 500,000 kilowatts. Furthermore, the introduction of the Feed-in Tariff (FIT) system encouraged participation from local businesses. In collaboration with Hitachi, Ltd. and Sumitomo Ele
ctric Industries, Ltd., demonstration experiments were conducted on large-capacity storage batteries and power grid efficiency. This significantly reduced barriers to introducing wind power generation. Current Status in the 2020s
Entering the 2020s, Hokkaido Electric Power has set a target to achieve a 40% renewable energy ratio by 2030 and is actively implementing measures. Projects are underway, including the Ishikari Bay New Port Wind Farm (annual generation capacity of approximately 600,000 kilowatts) and an offshore wind power plan in Rumoi City. Research into next-generation energy technologies utilizing ammonia and hydrogen is also being pursued, forming a key pillar of the energy transition. Regarding CO2 reduction targets, the company aims to reduce emissions by approximately 2 million tons annually, contributing to sustainable development both regionally and nationally. Supplementary Information from Related Sources - Property Tax Revenue and Job Creation: According to a report by the Japan Wind Power Association (JWPA), Hokkaido accounts for over 30% of Japan's total wind power capacity. Property tax revenue from this sector exceeds ¥10 billion annually. This has stabilized the regional ec
onomy and created approximately 1,500 jobs. - Renewable Energy Penetration Rate: Statistics from the Ministry of Economy, Trade and Industry indicate Hokkaido's renewable energy penetration rate exceeded the national average at 35% (as of 2020). This demonstrates Hokkaido Electric Power's leading role in renewable energy adoption.
- Joint Research Outcomes: Presentations by Hitachi and Sumitomo Electric Industries indicate that transmission efficiency improvements and energy storage technologies support the stable supply of wind power. These technologies have been confirmed as applicable to other regions. Sources - Hokkaido Electric Power Co., Inc. Official Website "Renewable Energy Initiatives" - Ministry of Economy, Trade and Industry (METI) Materials on the Feed-in Tariff (FIT) System
- Japan Wind Power Association (JWPA) "Current Status of Wind Power Generation in Hokkaido" - Joint research presentation materials by Hitachi, Ltd. and Sumitomo Electric Industries, Ltd. - Newspaper article "Progress of the Ishikari Bay New Port Wind Power Generation Project" (2022) - Academic paper "Energy Storage Technologies and the Potential for Renewable Energy Introduction in Hokkaido" (2020)
ctric Industries, Ltd., demonstration experiments were conducted on large-capacity storage batteries and power grid efficiency. This significantly reduced barriers to introducing wind power generation. Current Status in the 2020s
Entering the 2020s, Hokkaido Electric Power has set a target to achieve a 40% renewable energy ratio by 2030 and is actively implementing measures. Projects are underway, including the Ishikari Bay New Port Wind Farm (annual generation capacity of approximately 600,000 kilowatts) and an offshore wind power plan in Rumoi City. Research into next-generation energy technologies utilizing ammonia and hydrogen is also being pursued, forming a key pillar of the energy transition. Regarding CO2 reduction targets, the company aims to reduce emissions by approximately 2 million tons annually, contributing to sustainable development both regionally and nationally. Supplementary Information from Related Sources - Property Tax Revenue and Job Creation: According to a report by the Japan Wind Power Association (JWPA), Hokkaido accounts for over 30% of Japan's total wind power capacity. Property tax revenue from this sector exceeds ¥10 billion annually. This has stabilized the regional ec
onomy and created approximately 1,500 jobs. - Renewable Energy Penetration Rate: Statistics from the Ministry of Economy, Trade and Industry indicate Hokkaido's renewable energy penetration rate exceeded the national average at 35% (as of 2020). This demonstrates Hokkaido Electric Power's leading role in renewable energy adoption.
- Joint Research Outcomes: Presentations by Hitachi and Sumitomo Electric Industries indicate that transmission efficiency improvements and energy storage technologies support the stable supply of wind power. These technologies have been confirmed as applicable to other regions. Sources - Hokkaido Electric Power Co., Inc. Official Website "Renewable Energy Initiatives" - Ministry of Economy, Trade and Industry (METI) Materials on the Feed-in Tariff (FIT) System
- Japan Wind Power Association (JWPA) "Current Status of Wind Power Generation in Hokkaido" - Joint research presentation materials by Hitachi, Ltd. and Sumitomo Electric Industries, Ltd. - Newspaper article "Progress of the Ishikari Bay New Port Wind Power Generation Project" (2022) - Academic paper "Energy Storage Technologies and the Potential for Renewable Energy Introduction in Hokkaido" (2020)
再生可能エネルギーへの挑戦・北海道電力－2001年12月
再生可能エネルギーへの挑戦・北海道電力－2001年12月
北海道電力は、再生可能エネルギーの導入に注力し、特に風力発電を基軸としたエネルギー政策を展開しています。2001年時点で年間15万キロワットの買電量を設定し、地元発電事業者との連携を深めると同時に、エネルギー供給の安定性を確保するための研究開発を進めました。具体的には、蓄電池システムの導入や電力ネットワークの効率化を図り、変動する風力発電の課題を克服しています。
2010年代の動向
2010年代には、北海道電力は再生可能エネルギーの導入を拡大し、苫前町や留萌市に新たな風力発電所を建設。買電量は年間約50万キロワットに増加しました。また、再エネ固定価格買取制度（FIT）の導入が地元事業者の参入を後押ししました。さらに、日立製作所や住友電工と連携し、大容量蓄電池や送電網効率化の実証実験を実施。これにより、風力発電の導入障壁を大幅に低減しました。
2020年代の現状
2020年代に入ると、北海道電力は2030年までに再エネ比率40％を達成する目標を掲げ、積極的に施策を展開しています。石狩湾新港風力発電所（年間約60万キロワットの発電能力）や留萌市での洋上風力発電計画が進行中です。また、アンモニアや水素を活用した次世代エネルギー技術の研究にも取り組み、これがエネルギー転換の重要な柱となっています。CO2削減目標では、年間約200万トンの削減を目指しており、これが地域と全国規模での持続可能な発展に寄与しています。
関連情報源からの補足
- 固定資産税収と雇用創出: 日本風力発電協会（JWPA）の報告によれば、北海道の風力発電導入量は全国の30％以上を占めており、固定資産税収は年間100億円を超えるとされています。これにより、地域経済の安定化と約1500人の雇用創出が実現しています。
- 再エネ普及率: 経済産業省の統計によると、北海道の再エネ普及率は全国平均を上回る35％（2020年時点）。これは、北海道電力が再エネ導入の主導的役割を担っていることを示しています。
- 共同研究の成果: 日立製作所および住友電工の発表資料では、送電効率化とエネルギー貯蔵技術が風力発電の安定供給を支えているとされています。これらの技術が他地域にも応用可能であることが確認されています。
情報源
- 北海道電力公式ウェブサイト「再生可能エネルギーへの取り組み」
- 経済産業省「再エネ固定価格買取制度（FIT）」に関する資料
- 日本風力発電協会（JWPA）「北海道における風力発電の現状」
- 日立製作所および住友電工による共同研究発表資料
- 新聞記事「石狩湾新港風力発電計画の進展」（2022年）
- 学術論文「北海道における蓄電技術と再エネ導入の可能性」（2020年）
北海道電力は、再生可能エネルギーの導入に注力し、特に風力発電を基軸としたエネルギー政策を展開しています。2001年時点で年間15万キロワットの買電量を設定し、地元発電事業者との連携を深めると同時に、エネルギー供給の安定性を確保するための研究開発を進めました。具体的には、蓄電池システムの導入や電力ネットワークの効率化を図り、変動する風力発電の課題を克服しています。
2010年代の動向
2010年代には、北海道電力は再生可能エネルギーの導入を拡大し、苫前町や留萌市に新たな風力発電所を建設。買電量は年間約50万キロワットに増加しました。また、再エネ固定価格買取制度（FIT）の導入が地元事業者の参入を後押ししました。さらに、日立製作所や住友電工と連携し、大容量蓄電池や送電網効率化の実証実験を実施。これにより、風力発電の導入障壁を大幅に低減しました。
2020年代の現状
2020年代に入ると、北海道電力は2030年までに再エネ比率40％を達成する目標を掲げ、積極的に施策を展開しています。石狩湾新港風力発電所（年間約60万キロワットの発電能力）や留萌市での洋上風力発電計画が進行中です。また、アンモニアや水素を活用した次世代エネルギー技術の研究にも取り組み、これがエネルギー転換の重要な柱となっています。CO2削減目標では、年間約200万トンの削減を目指しており、これが地域と全国規模での持続可能な発展に寄与しています。
関連情報源からの補足
- 固定資産税収と雇用創出: 日本風力発電協会（JWPA）の報告によれば、北海道の風力発電導入量は全国の30％以上を占めており、固定資産税収は年間100億円を超えるとされています。これにより、地域経済の安定化と約1500人の雇用創出が実現しています。
- 再エネ普及率: 経済産業省の統計によると、北海道の再エネ普及率は全国平均を上回る35％（2020年時点）。これは、北海道電力が再エネ導入の主導的役割を担っていることを示しています。
- 共同研究の成果: 日立製作所および住友電工の発表資料では、送電効率化とエネルギー貯蔵技術が風力発電の安定供給を支えているとされています。これらの技術が他地域にも応用可能であることが確認されています。
情報源
- 北海道電力公式ウェブサイト「再生可能エネルギーへの取り組み」
- 経済産業省「再エネ固定価格買取制度（FIT）」に関する資料
- 日本風力発電協会（JWPA）「北海道における風力発電の現状」
- 日立製作所および住友電工による共同研究発表資料
- 新聞記事「石狩湾新港風力発電計画の進展」（2022年）
- 学術論文「北海道における蓄電技術と再エネ導入の可能性」（2020年）
"Black Tears Floating on the Sea"—Memories of the Tanker Accident off Shimane - January 1997
"Black Tears Floating on the Sea"—Memories of the Tanker Accident off Shimane - January 1997
In January 1997, the Russian tanker "Nahodka" caused an oil spill off the coast of Shimane Prefecture, staining the Sea of Japan with black tears. Approximately 6,000 tons of crude oil spilled, severely impacting the Oki Islands and the coast of Tottori Prefecture. The fishing industry suffered devastating blows, particularly to the abalone and turban shell aquaculture industries, and tourism also sustained significant damage.
To clean the polluted sandy beaches, a total of 40,000 local residents and volunteers gathered from across the nation worked in the cold winds. While the Japanese government mobilized oil recovery ships and helicopters and promoted the use of oil absorbents, complete recovery required a long period. Furthermore, through cooperation with the Russian government and the International Maritime Organization (IMO), discussions were held to investigate the cause of the accident and prevent recurrence. This tragedy served as a wake-up call, reinforcing the importance of marine environmental protection and becoming a catalyst for stricter regulations both domestically and internationally. Sources - Environmental Agency "Report on the Nakhodka Oil Spill Accident" - Official records of Shimane and Tottori Prefectures - Sanin Chuo Shimbun (January 1997 issue) - International Maritime Organization (IMO) Accident Report - Analytical paper published in the Journal of Environmental Science
In January 1997, the Russian tanker "Nahodka" caused an oil spill off the coast of Shimane Prefecture, staining the Sea of Japan with black tears. Approximately 6,000 tons of crude oil spilled, severely impacting the Oki Islands and the coast of Tottori Prefecture. The fishing industry suffered devastating blows, particularly to the abalone and turban shell aquaculture industries, and tourism also sustained significant damage.
To clean the polluted sandy beaches, a total of 40,000 local residents and volunteers gathered from across the nation worked in the cold winds. While the Japanese government mobilized oil recovery ships and helicopters and promoted the use of oil absorbents, complete recovery required a long period. Furthermore, through cooperation with the Russian government and the International Maritime Organization (IMO), discussions were held to investigate the cause of the accident and prevent recurrence. This tragedy served as a wake-up call, reinforcing the importance of marine environmental protection and becoming a catalyst for stricter regulations both domestically and internationally. Sources - Environmental Agency "Report on the Nakhodka Oil Spill Accident" - Official records of Shimane and Tottori Prefectures - Sanin Chuo Shimbun (January 1997 issue) - International Maritime Organization (IMO) Accident Report - Analytical paper published in the Journal of Environmental Science
「海に漂う黒い涙」―島根沖タンカー事故の記憶 - 1997年1月
「海に漂う黒い涙」―島根沖タンカー事故の記憶 - 1997年1月
1997年1月、島根県沖でロシアのタンカー「ナホトカ号」が原油流出事故を起こし、日本海は黒い涙に染まりました。約6000トンの原油が流出し、隠岐諸島や鳥取県の海岸に深刻な影響を与えました。特に漁業では、アワビやサザエの養殖産業が壊滅的な打撃を受け、観光業にも多大な損害をもたらしました。
汚染された砂浜を清掃するため、地元住民と全国から集まったボランティア延べ4万人が寒風の中で作業に従事しました。日本政府は油回収船やヘリコプターを動員し、油吸着材の使用を進めたものの、完全な復旧には長期間を要しました。また、ロシア政府や国際海事機関（IMO）との連携を通じ、事故原因の究明と再発防止策が議論されました。この悲劇は、海洋環境保護の重要性を再認識させるきっかけとなり、国内外で規制強化が進む契機となりました。
情報源
- 環境庁「ナホトカ号原油流出事故に関する報告書」
- 島根県および鳥取県の公式記録
- 山陰中央新報（1997年1月号）
- 国際海事機関（IMO）事故レポート
- 環境科学ジャーナルに掲載された分析論文
1997年1月、島根県沖でロシアのタンカー「ナホトカ号」が原油流出事故を起こし、日本海は黒い涙に染まりました。約6000トンの原油が流出し、隠岐諸島や鳥取県の海岸に深刻な影響を与えました。特に漁業では、アワビやサザエの養殖産業が壊滅的な打撃を受け、観光業にも多大な損害をもたらしました。
汚染された砂浜を清掃するため、地元住民と全国から集まったボランティア延べ4万人が寒風の中で作業に従事しました。日本政府は油回収船やヘリコプターを動員し、油吸着材の使用を進めたものの、完全な復旧には長期間を要しました。また、ロシア政府や国際海事機関（IMO）との連携を通じ、事故原因の究明と再発防止策が議論されました。この悲劇は、海洋環境保護の重要性を再認識させるきっかけとなり、国内外で規制強化が進む契機となりました。
情報源
- 環境庁「ナホトカ号原油流出事故に関する報告書」
- 島根県および鳥取県の公式記録
- 山陰中央新報（1997年1月号）
- 国際海事機関（IMO）事故レポート
- 環境科学ジャーナルに掲載された分析論文
Friday, February 6, 2026
Increased Demand for Waste Treatment Equipment and Challenges - From 1999 to the 2020s
Increased Demand for Waste Treatment Equipment and Challenges - From 1999 to the 2020s
In 1999, demand for waste processing equipment expanded significantly, increasing by 31.5% compared to the previous year. Advances in incineration technology and revisions to the Waste Management Law drove facility development through public-private partnerships. The 2000s saw the introduction of high-temperature incinerators and the development of home appliance recycling technology, enabling dioxin reduction and the recovery of rare metals. The 2010s saw progress in processing debris from the Great East Japan Earthquake and the introduction of automated sorting systems utilizing AI technology, alongside the establishment of plastic recycling techniques. The 2020s are focusing on facilities utilizing biogasification of food waste and renewable energy. High costs and reducing carbon dioxide emissions remain challenges, necessitating public-private cooperation and new technological development.
In 1999, demand for waste processing equipment expanded significantly, increasing by 31.5% compared to the previous year. Advances in incineration technology and revisions to the Waste Management Law drove facility development through public-private partnerships. The 2000s saw the introduction of high-temperature incinerators and the development of home appliance recycling technology, enabling dioxin reduction and the recovery of rare metals. The 2010s saw progress in processing debris from the Great East Japan Earthquake and the introduction of automated sorting systems utilizing AI technology, alongside the establishment of plastic recycling techniques. The 2020s are focusing on facilities utilizing biogasification of food waste and renewable energy. High costs and reducing carbon dioxide emissions remain challenges, necessitating public-private cooperation and new technological development.
**ゴミ処理装置の需要増加と課題 - 1999年から2020年代まで**
**ゴミ処理装置の需要増加と課題 - 1999年から2020年代まで**
1999年、ゴミ処理装置の需要が前年比31.5％増と大幅に拡大しました。焼却処理技術の進化や廃棄物処理法改正により、官民連携で施設整備が進みました。2000年代には高温焼却炉の導入や家電リサイクル技術が発展し、ダイオキシン削減や希少金属回収が実現しました。2010年代には東日本大震災の瓦礫処理やAI技術を活用した自動分別装置の導入が進み、プラスチックリサイクル技術が確立しました。2020年代では、食品廃棄物のバイオガス化や再生可能エネルギーを活用した施設が注目されています。高コストや二酸化炭素排出削減が依然課題であり、官民協力と新技術開発が必要とされています。
1999年、ゴミ処理装置の需要が前年比31.5％増と大幅に拡大しました。焼却処理技術の進化や廃棄物処理法改正により、官民連携で施設整備が進みました。2000年代には高温焼却炉の導入や家電リサイクル技術が発展し、ダイオキシン削減や希少金属回収が実現しました。2010年代には東日本大震災の瓦礫処理やAI技術を活用した自動分別装置の導入が進み、プラスチックリサイクル技術が確立しました。2020年代では、食品廃棄物のバイオガス化や再生可能エネルギーを活用した施設が注目されています。高コストや二酸化炭素排出削減が依然課題であり、官民協力と新技術開発が必要とされています。
Construction of Kitakyushu City's Waste-to-Energy Plant and Development in the 2020s Kitakyushu City's "Shin-Kōgosaki Plant," which began operations in 1998, was established as one of Japan's largest waste-to-energy facilities. The facility can process 810 tons of waste per day, achieving annual waste treatment of approximately 295,650 tons. Its maximum power generation capacity is 36,300 kilowatts per hour, enabling an annual electricity supply of about 260,000 megawatt-hours. This is equivalent to the annual electricity consumption of approximately 15,000 households. The generated electricity is sold to Kyushu Electric Power, with projected annual revenue of about 2 billion yen.
Construction of Kitakyushu City's Waste-to-Energy Plant and Development in the 2020s Kitakyushu City's "Shin-Kōgosaki Plant," which began operations in 1998, was established as one of Japan's largest waste-to-energy facilities. The facility can process 810 tons of waste per day, achieving annual waste treatment of approximately 295,650 tons. Its maximum power generation capacity is 36,300 kilowatts per hour, enabling an annual electricity supply of about 260,000 megawatt-hours. This is equivalent to the annual electricity consumption of approximately 15,000 households. The generated electricity is sold to Kyushu Electric Power, with projected annual revenue of about 2 billion yen.
The facility incorporates a high-efficiency waste incineration system provided by Ebara Corporation, improving waste combustion efficiency and reducing carbon dioxide emissions by approximately 30% compared to conventional incineration facilities. Specifically, annual CO₂ emissions are projected to be reduced by approximately 80,000 tons. An exhaust gas treatment system suppresses harmful substances such as dioxins and nitrogen oxides (NOx) to levels below environmental standards. Furthermore, approximately 40,000 tons of incineration ash are generated annually as a byproduct of incineration. This ash is reused as construction materials and road paving materials, promoting the circular use of resources. Through the operation of this facility, Kitakyushu City has achieved both proper waste treatment and the effective utilization of energy resources, significantly contributing to reducing the environmental burden on the region.
Even in the 2020s, the Kōgosaki Plant continues to operate as a highly efficient waste-to-energy facility, incorporating the latest technologies. This facility processes 810 tons of waste per day, totaling approximately 169,900 tons annually. Its maximum power generation capacity is 17,200 kilowatts, achieving an annual power generation output of about 91,300 megawatt-hours. This power generation is equivalent to the annual electricity consumption of approximately 25,000 households. By selling approximately 55,800 megawatt-hours annually to Kyushu Electric Power, it generates annual revenue of approximately 2 billion yen.
Additionally, the exhaust gas treatment equipment has been upgraded to reduce environmental impact. Dioxin emissions are maintained at 0.0016 ng-TEQ/g, significantly below the legal standard of 3 ng-TEQ/g. Furthermore, the ash thermal reduction rate is 2.2%, substantially lower than the standard value of 10%, achieving both safety and reduced environmental burden.
In 2022, a demonstration experiment utilizing AI for waste identification commenced, alongside efforts to prevent the mixing of hazardous materials such as cassette gas cylinders. This AI technology reduces the risk of fire within the facility, enhancing safety. Through such technological innovation and community initiatives, the Kōgosaki Plant continues to make significant contributions to regional energy supply and environmental conservation by simultaneously achieving waste processing and power generation.
The facility incorporates a high-efficiency waste incineration system provided by Ebara Corporation, improving waste combustion efficiency and reducing carbon dioxide emissions by approximately 30% compared to conventional incineration facilities. Specifically, annual CO₂ emissions are projected to be reduced by approximately 80,000 tons. An exhaust gas treatment system suppresses harmful substances such as dioxins and nitrogen oxides (NOx) to levels below environmental standards. Furthermore, approximately 40,000 tons of incineration ash are generated annually as a byproduct of incineration. This ash is reused as construction materials and road paving materials, promoting the circular use of resources. Through the operation of this facility, Kitakyushu City has achieved both proper waste treatment and the effective utilization of energy resources, significantly contributing to reducing the environmental burden on the region.
Even in the 2020s, the Kōgosaki Plant continues to operate as a highly efficient waste-to-energy facility, incorporating the latest technologies. This facility processes 810 tons of waste per day, totaling approximately 169,900 tons annually. Its maximum power generation capacity is 17,200 kilowatts, achieving an annual power generation output of about 91,300 megawatt-hours. This power generation is equivalent to the annual electricity consumption of approximately 25,000 households. By selling approximately 55,800 megawatt-hours annually to Kyushu Electric Power, it generates annual revenue of approximately 2 billion yen.
Additionally, the exhaust gas treatment equipment has been upgraded to reduce environmental impact. Dioxin emissions are maintained at 0.0016 ng-TEQ/g, significantly below the legal standard of 3 ng-TEQ/g. Furthermore, the ash thermal reduction rate is 2.2%, substantially lower than the standard value of 10%, achieving both safety and reduced environmental burden.
In 2022, a demonstration experiment utilizing AI for waste identification commenced, alongside efforts to prevent the mixing of hazardous materials such as cassette gas cylinders. This AI technology reduces the risk of fire within the facility, enhancing safety. Through such technological innovation and community initiatives, the Kōgosaki Plant continues to make significant contributions to regional energy supply and environmental conservation by simultaneously achieving waste processing and power generation.
北九州市ごみ発電所の建設と2020年代の発展
北九州市ごみ発電所の建設と2020年代の発展
1998年に稼働を開始した北九州市の「新皇后崎工場」は、国内最大級のごみ発電施設として設立されました。施設は1日あたり810トンのごみを処理でき、年間で約295650トンの廃棄物処理を実現。発電量は最大1時間あたり36300キロワット、年間で約26万メガワット時の電力供給が可能で、これはおよそ15000世帯の年間消費電力に相当します。この発電された電力は九州電力に売電され、年間約20億円の収益を見込んでいます。
この施設には、荏原製作所が提供した高効率のごみ焼却システムが導入され、廃棄物の燃焼効率が向上し、二酸化炭素排出量が従来の焼却施設よりも約30%削減されています。具体的には、年間で約80000トンの二酸化炭素排出削減が見込まれ、排ガス処理装置によりダイオキシンや窒素酸化物（NOx）などの有害物質が環境基準以下に抑制されています。また、焼却の副産物として年間約40000トンの焼却灰が発生し、建築資材や道路舗装材として再利用されており、資源の循環利用が推進されています。この施設の稼働により北九州市は、ごみの適正処理とエネルギー資源の有効活用を両立し、地域の環境負荷軽減に大きく貢献しています。
2020年代においても、皇后崎工場は最新の技術を導入し、高効率なごみ発電施設として運営を続けています。この施設は1日あたり810トン、年間約169900トンのごみを処理し、発電能力は最大17200キロワット、年間発電量は約91300メガワット時に達しています。この発電量は約25000世帯分の年間電力消費量に相当し、九州電力に年間約55800メガワット時を売電することで、年間約20億円の収益を上げています。
また、環境負荷の低減に向けた排ガス処理装置も更新され、ダイオキシン類の排出濃度は0.0016ng-TEQ/gと、法定基準値の3ng-TEQ/gを大幅に下回る水準に抑えられています。さらに、焼却灰の熱減量率は2.2%で、基準値の10%を大きく下回っており、安全性と環境負荷軽減を両立しています。
2022年にはAIを活用したごみ識別の実証実験が開始され、カセットボンベなどの危険物混入を防ぐ取り組みも行われています。このAI技術により、施設内での火災リスクが低減し、安全性の向上が図られています。こうした技術革新と地域の取り組みにより、皇后崎工場はごみ処理と発電を両立させ、地域のエネルギー供給と環境保全に大きな貢献を続けています。
1998年に稼働を開始した北九州市の「新皇后崎工場」は、国内最大級のごみ発電施設として設立されました。施設は1日あたり810トンのごみを処理でき、年間で約295650トンの廃棄物処理を実現。発電量は最大1時間あたり36300キロワット、年間で約26万メガワット時の電力供給が可能で、これはおよそ15000世帯の年間消費電力に相当します。この発電された電力は九州電力に売電され、年間約20億円の収益を見込んでいます。
この施設には、荏原製作所が提供した高効率のごみ焼却システムが導入され、廃棄物の燃焼効率が向上し、二酸化炭素排出量が従来の焼却施設よりも約30%削減されています。具体的には、年間で約80000トンの二酸化炭素排出削減が見込まれ、排ガス処理装置によりダイオキシンや窒素酸化物（NOx）などの有害物質が環境基準以下に抑制されています。また、焼却の副産物として年間約40000トンの焼却灰が発生し、建築資材や道路舗装材として再利用されており、資源の循環利用が推進されています。この施設の稼働により北九州市は、ごみの適正処理とエネルギー資源の有効活用を両立し、地域の環境負荷軽減に大きく貢献しています。
2020年代においても、皇后崎工場は最新の技術を導入し、高効率なごみ発電施設として運営を続けています。この施設は1日あたり810トン、年間約169900トンのごみを処理し、発電能力は最大17200キロワット、年間発電量は約91300メガワット時に達しています。この発電量は約25000世帯分の年間電力消費量に相当し、九州電力に年間約55800メガワット時を売電することで、年間約20億円の収益を上げています。
また、環境負荷の低減に向けた排ガス処理装置も更新され、ダイオキシン類の排出濃度は0.0016ng-TEQ/gと、法定基準値の3ng-TEQ/gを大幅に下回る水準に抑えられています。さらに、焼却灰の熱減量率は2.2%で、基準値の10%を大きく下回っており、安全性と環境負荷軽減を両立しています。
2022年にはAIを活用したごみ識別の実証実験が開始され、カセットボンベなどの危険物混入を防ぐ取り組みも行われています。このAI技術により、施設内での火災リスクが低減し、安全性の向上が図られています。こうした技術革新と地域の取り組みにより、皇后崎工場はごみ処理と発電を両立させ、地域のエネルギー供給と環境保全に大きな貢献を続けています。
### The History and Current State of the Waste-to-Energy Facility in Kanuma City, Tochigi Prefecture - November 1997 to the 2020s #### Introduction in 1997 In November 1997, Kanuma City, Tochigi Prefecture, began trial operations of its waste-to-energy facility with the aim of reducing environmental impact. This facility, utilizing subsidies from the Ministry of International Trade and Industry, is equipped with two incinerators for processing industrial and household waste. It boasts a daily power generation capacity of 2400 kilowatts, of which 1200 kilowatts are sold as surplus electricity. This initiative, part of "thermal recycling," attracted attention as a new effort to reuse waste as a resource.
### The History and Current State of the Waste-to-Energy Facility in Kanuma City, Tochigi Prefecture - November 1997 to the 2020s #### Introduction in 1997 In November 1997, Kanuma City, Tochigi Prefecture, began trial operations of its waste-to-energy facility with the aim of reducing environmental impact. This facility, utilizing subsidies from the Ministry of International Trade and Industry, is equipped with two incinerators for processing industrial and household waste. It boasts a daily power generation capacity of 2400 kilowatts, of which 1200 kilowatts are sold as surplus electricity. This initiative, part of "thermal recycling," attracted attention as a new effort to reuse waste as a resource.
At that time, Kanuma City actively promoted recycling projects such as RDF (refuse-derived fuel) and established a foundation for the growth of the environmental business. Initial challenges included uncertainty in electricity sales prices and profitability, but the investment in power generators showed promise for expanding the business.
#### Developments in the 2000s In the 2000s, as Japan pursued policies to promote waste recycling, Kanuma City's waste-to-energy facility played an important role as a regional recycling hub. During this period, the city strengthened collaboration with surrounding municipalities and expanded the acceptance of waste from a wider area, while improving power generation capacity and gas treatment systems.
To increase operational efficiency, the facility introduced ICT (Information and Communication Technology) to manage waste collection and processing data. This reduced operational costs and improved transparency in waste management. Additionally, efforts to raise public awareness of environmental issues were actively conducted through school education and community events. #### Upgrades in 2015–2016
After approximately 20 years of operation, the facility underwent major upgrades in 2015 to address aging equipment. These included the replacement of incinerators and gas treatment systems to improve efficiency and extend the facility's lifespan. Supported by the Ministry of the Environment, the upgrades were completed in March 2016. The renewed facility incorporated advanced gas treatment technology, achieving reductions in dioxin emissions and improvements in energy efficiency.
#### Current State in the 2020s In the 2020s, Kanuma City formulated its "5th Kanuma City Environmental Basic Plan," aiming to achieve a carbon-neutral society by 2050. This plan emphasizes local production and consumption of renewable energy and the promotion of energy businesses. However, changes in lifestyles due to the COVID-19 pandemic have kept waste generation levels high.
In response, Kanuma City has been promoting the 3Rs (reduce, reuse, recycle) and enhancing proper waste separation to reduce greenhouse gas emissions associated with waste management. The city continues to explore new technologies and policies to cut waste processing costs and enhance regional sustainability.
--- Since the trial operations began in November 1997, Kanuma City has evolved its waste-to-energy facility efforts, strengthening efficiency and regional collaboration in the 2000s, completing major upgrades in March 2016, and moving forward with a vision of achieving a carbon-neutral society in the 2020s.
At that time, Kanuma City actively promoted recycling projects such as RDF (refuse-derived fuel) and established a foundation for the growth of the environmental business. Initial challenges included uncertainty in electricity sales prices and profitability, but the investment in power generators showed promise for expanding the business.
#### Developments in the 2000s In the 2000s, as Japan pursued policies to promote waste recycling, Kanuma City's waste-to-energy facility played an important role as a regional recycling hub. During this period, the city strengthened collaboration with surrounding municipalities and expanded the acceptance of waste from a wider area, while improving power generation capacity and gas treatment systems.
To increase operational efficiency, the facility introduced ICT (Information and Communication Technology) to manage waste collection and processing data. This reduced operational costs and improved transparency in waste management. Additionally, efforts to raise public awareness of environmental issues were actively conducted through school education and community events. #### Upgrades in 2015–2016
After approximately 20 years of operation, the facility underwent major upgrades in 2015 to address aging equipment. These included the replacement of incinerators and gas treatment systems to improve efficiency and extend the facility's lifespan. Supported by the Ministry of the Environment, the upgrades were completed in March 2016. The renewed facility incorporated advanced gas treatment technology, achieving reductions in dioxin emissions and improvements in energy efficiency.
#### Current State in the 2020s In the 2020s, Kanuma City formulated its "5th Kanuma City Environmental Basic Plan," aiming to achieve a carbon-neutral society by 2050. This plan emphasizes local production and consumption of renewable energy and the promotion of energy businesses. However, changes in lifestyles due to the COVID-19 pandemic have kept waste generation levels high.
In response, Kanuma City has been promoting the 3Rs (reduce, reuse, recycle) and enhancing proper waste separation to reduce greenhouse gas emissions associated with waste management. The city continues to explore new technologies and policies to cut waste processing costs and enhance regional sustainability.
--- Since the trial operations began in November 1997, Kanuma City has evolved its waste-to-energy facility efforts, strengthening efficiency and regional collaboration in the 2000s, completing major upgrades in March 2016, and moving forward with a vision of achieving a carbon-neutral society in the 2020s.
### The History and Current State of the Waste-to-Energy Facility in Kanuma City, Tochigi Prefecture - November 1997 to the 2020s
### The History and Current State of the Waste-to-Energy Facility in Kanuma City, Tochigi Prefecture - November 1997 to the 2020s
#### Introduction in 1997
In November 1997, Kanuma City, Tochigi Prefecture, began trial operations of its waste-to-energy facility with the aim of reducing environmental impact. This facility, utilizing subsidies from the Ministry of International Trade and Industry, is equipped with two incinerators for processing industrial and household waste. It boasts a daily power generation capacity of 2400 kilowatts, of which 1200 kilowatts are sold as surplus electricity. This initiative, part of "thermal recycling," attracted attention as a new effort to reuse waste as a resource.
At that time, Kanuma City actively promoted recycling projects such as RDF (refuse-derived fuel) and established a foundation for the growth of the environmental business. Initial challenges included uncertainty in electricity sales prices and profitability, but the investment in power generators showed promise for expanding the business.
#### Developments in the 2000s
In the 2000s, as Japan pursued policies to promote waste recycling, Kanuma City's waste-to-energy facility played an important role as a regional recycling hub. During this period, the city strengthened collaboration with surrounding municipalities and expanded the acceptance of waste from a wider area, while improving power generation capacity and gas treatment systems.
To increase operational efficiency, the facility introduced ICT (Information and Communication Technology) to manage waste collection and processing data. This reduced operational costs and improved transparency in waste management. Additionally, efforts to raise public awareness of environmental issues were actively conducted through school education and community events.
#### Upgrades in 2015–2016
After approximately 20 years of operation, the facility underwent major upgrades in 2015 to address aging equipment. These included the replacement of incinerators and gas treatment systems to improve efficiency and extend the facility's lifespan. Supported by the Ministry of the Environment, the upgrades were completed in March 2016. The renewed facility incorporated advanced gas treatment technology, achieving reductions in dioxin emissions and improvements in energy efficiency.
#### Current State in the 2020s
In the 2020s, Kanuma City formulated its "5th Kanuma City Environmental Basic Plan," aiming to achieve a carbon-neutral society by 2050. This plan emphasizes local production and consumption of renewable energy and the promotion of energy businesses. However, changes in lifestyles due to the COVID-19 pandemic have kept waste generation levels high.
In response, Kanuma City has been promoting the 3Rs (reduce, reuse, recycle) and enhancing proper waste separation to reduce greenhouse gas emissions associated with waste management. The city continues to explore new technologies and policies to cut waste processing costs and enhance regional sustainability.
---
Since the trial operations began in November 1997, Kanuma City has evolved its waste-to-energy facility efforts, strengthening efficiency and regional collaboration in the 2000s, completing major upgrades in March 2016, and moving forward with a vision of achieving a carbon-neutral society in the 2020s.
#### Introduction in 1997
In November 1997, Kanuma City, Tochigi Prefecture, began trial operations of its waste-to-energy facility with the aim of reducing environmental impact. This facility, utilizing subsidies from the Ministry of International Trade and Industry, is equipped with two incinerators for processing industrial and household waste. It boasts a daily power generation capacity of 2400 kilowatts, of which 1200 kilowatts are sold as surplus electricity. This initiative, part of "thermal recycling," attracted attention as a new effort to reuse waste as a resource.
At that time, Kanuma City actively promoted recycling projects such as RDF (refuse-derived fuel) and established a foundation for the growth of the environmental business. Initial challenges included uncertainty in electricity sales prices and profitability, but the investment in power generators showed promise for expanding the business.
#### Developments in the 2000s
In the 2000s, as Japan pursued policies to promote waste recycling, Kanuma City's waste-to-energy facility played an important role as a regional recycling hub. During this period, the city strengthened collaboration with surrounding municipalities and expanded the acceptance of waste from a wider area, while improving power generation capacity and gas treatment systems.
To increase operational efficiency, the facility introduced ICT (Information and Communication Technology) to manage waste collection and processing data. This reduced operational costs and improved transparency in waste management. Additionally, efforts to raise public awareness of environmental issues were actively conducted through school education and community events.
#### Upgrades in 2015–2016
After approximately 20 years of operation, the facility underwent major upgrades in 2015 to address aging equipment. These included the replacement of incinerators and gas treatment systems to improve efficiency and extend the facility's lifespan. Supported by the Ministry of the Environment, the upgrades were completed in March 2016. The renewed facility incorporated advanced gas treatment technology, achieving reductions in dioxin emissions and improvements in energy efficiency.
#### Current State in the 2020s
In the 2020s, Kanuma City formulated its "5th Kanuma City Environmental Basic Plan," aiming to achieve a carbon-neutral society by 2050. This plan emphasizes local production and consumption of renewable energy and the promotion of energy businesses. However, changes in lifestyles due to the COVID-19 pandemic have kept waste generation levels high.
In response, Kanuma City has been promoting the 3Rs (reduce, reuse, recycle) and enhancing proper waste separation to reduce greenhouse gas emissions associated with waste management. The city continues to explore new technologies and policies to cut waste processing costs and enhance regional sustainability.
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Since the trial operations began in November 1997, Kanuma City has evolved its waste-to-energy facility efforts, strengthening efficiency and regional collaboration in the 2000s, completing major upgrades in March 2016, and moving forward with a vision of achieving a carbon-neutral society in the 2020s.
Thursday, February 5, 2026
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The Mountain of Waste and the People of Chiba: A Record of the Struggle to Open the Future Since 2001, illegal dumping of industrial waste has become a serious problem in Chiba Prefecture. A monitoring system involving 275 staff members was established, primarily in Futtsu City and Kimitsu City. While the 2010s saw progress with the installation of surveillance cameras and recycling projects, cases of over 5,000 tons of waste being abandoned still occurred in Narita City and Tateyama City. The 2020s saw advances in drone surveillance and expanded recycling facilities, leading to 350 annual crackdowns. However, only 80% of the total 100,000 tons of illegally dumped waste is properly processed, highlighting the persistent challenge of illegal operators. Efforts by local residents and businesses continue, as the search for a sustainable future persists.
廃棄の山と千葉の民～未来を拓くたたかいの記録
廃棄の山と千葉の民～未来を拓くたたかいの記録
2001年以降、千葉県では産業廃棄物の不法投棄が深刻な問題となり、富津市や君津市を中心に275人の職員による監視体制が整備されました。2010年代には監視カメラ設置やリサイクルプロジェクトが進展しましたが、成田市や館山市では依然として廃棄物5000トン以上が放置される事例が発生。2020年代にはドローン監視やリサイクル施設の拡充が進み、年間350件の摘発が実現。しかし、不法投棄総量10万トンのうち適正処理は80％にとどまり、違法業者の存在が課題です。地域住民と企業の努力が続き、持続可能な未来への模索が続いています。
2001年以降、千葉県では産業廃棄物の不法投棄が深刻な問題となり、富津市や君津市を中心に275人の職員による監視体制が整備されました。2010年代には監視カメラ設置やリサイクルプロジェクトが進展しましたが、成田市や館山市では依然として廃棄物5000トン以上が放置される事例が発生。2020年代にはドローン監視やリサイクル施設の拡充が進み、年間350件の摘発が実現。しかし、不法投棄総量10万トンのうち適正処理は80％にとどまり、違法業者の存在が課題です。地域住民と企業の努力が続き、持続可能な未来への模索が続いています。
History and Current Status of Septic Tank Installation in Japan: Progress and Challenges from the 1990s to the 2020s
History and Current Status of Septic Tank Installation in Japan: Progress and Challenges from the 1990s to the 2020s
From the 1990s, septic tank installation progressed in Japan. Ordinances and plans around Kojima Lake in Okayama Prefecture and the Yoro River basin in Chiba Prefecture promoted regional water quality improvement. In the 2000s, companies like Fujiclean Industries and Kubota developed advanced treatment septic tanks, leading to the widespread adoption of nitrogen and phosphorus removal technologies. The 2010s saw increased adoption in post-Great East Japan Earthquake reconstruction housing and for protecting tourist areas. By the 2020s, the nationwide installed base reached 7,516,864 units, with 35.6% being advanced treatment types. However, regional disparities and challenges in maintenance and management remain. Further technological innovation and promotion of adoption are required going forward.
From the 1990s, septic tank installation progressed in Japan. Ordinances and plans around Kojima Lake in Okayama Prefecture and the Yoro River basin in Chiba Prefecture promoted regional water quality improvement. In the 2000s, companies like Fujiclean Industries and Kubota developed advanced treatment septic tanks, leading to the widespread adoption of nitrogen and phosphorus removal technologies. The 2010s saw increased adoption in post-Great East Japan Earthquake reconstruction housing and for protecting tourist areas. By the 2020s, the nationwide installed base reached 7,516,864 units, with 35.6% being advanced treatment types. However, regional disparities and challenges in maintenance and management remain. Further technological innovation and promotion of adoption are required going forward.
日本における浄化槽設置の歴史と現状：1990年代から2020年代までの進展と課題
日本における浄化槽設置の歴史と現状：1990年代から2020年代までの進展と課題
1990年代から日本では浄化槽の設置が進み、岡山県児島湖周辺や千葉県養老川流域での条例や計画が地域の水質改善を促進しました。2000年代にはフジクリーン工業やクボタが高度処理型浄化槽を開発し、窒素・リン除去技術が普及しました。2010年代には東日本大震災後の復興住宅や観光地保護での導入が進展。2020年代には全国設置基数が7516864基に達し、35.6%が高度処理型ですが、地域間格差や維持管理の課題が残ります。今後はさらなる技術革新と普及促進が求められます。
1990年代から日本では浄化槽の設置が進み、岡山県児島湖周辺や千葉県養老川流域での条例や計画が地域の水質改善を促進しました。2000年代にはフジクリーン工業やクボタが高度処理型浄化槽を開発し、窒素・リン除去技術が普及しました。2010年代には東日本大震災後の復興住宅や観光地保護での導入が進展。2020年代には全国設置基数が7516864基に達し、35.6%が高度処理型ですが、地域間格差や維持管理の課題が残ります。今後はさらなる技術革新と普及促進が求められます。
Wednesday, February 4, 2026
Call for proposals for disposal of Brent Spar storage facility - October 1995 The Brent Spar oil storage facility (approximately 140 meters high, weighing approximately 14,600 tons, and 29 meters in diameter) installed in the North Sea oil field was owned by the Shell Group and stored approximately 300,000 barrels of oil per year. In 1995, the British government granted permission for the facility to be dumped into the North Atlantic Ocean, but it was discovered that it contained approximately 1,000 tons of residual oil, which drew strong opposition from environmental protection groups such as Greenpeace and European countries such as Germany, Norway, and Denmark.
Call for proposals for disposal of Brent Spar storage facility - October 1995 The Brent Spar oil storage facility (approximately 140 meters high, weighing approximately 14,600 tons, and 29 meters in diameter) installed in the North Sea oil field was owned by the Shell Group and stored approximately 300,000 barrels of oil per year. In 1995, the British government granted permission for the facility to be dumped into the North Atlantic Ocean, but it was discovered that it contained approximately 1,000 tons of residual oil, which drew strong opposition from environmental protection groups such as Greenpeace and European countries such as Germany, Norway, and Denmark.
Approximately 50,000 people participated in protests in Germany, and a boycott of Shell gas stations was launched in Norway, causing Shell's sales to drop by up to 40% and dealing a serious blow to the company. In response to this situation, Shell temporarily suspended its dumping plans and moored the facility in Norwegian waters.
This incident brought global attention to environmental protection activities and symbolized the growing social awareness of corporate environmental responsibility. In particular, the Brent Spar incident demonstrated the importance of the international community acting in concert on environmental issues and became a symbolic event in international environmental protection activities. Furthermore, the emphasis on the environmental impact of ocean dumping led to significantly stricter standards and regulations for waste disposal in the oil industry thereafter.
Furthermore, regarding the relationship between corporations and society, the Brent Spar incident underscored the importance of "Corporate Social Responsibility (CSR)." Subsequently, many companies began incorporating sustainable environmental measures into their strategies. From an environmental protection perspective, this incident became a historic turning point that profoundly altered the nature of business. 【File Name: 15-1995-10-15.pdf】
Approximately 50,000 people participated in protests in Germany, and a boycott of Shell gas stations was launched in Norway, causing Shell's sales to drop by up to 40% and dealing a serious blow to the company. In response to this situation, Shell temporarily suspended its dumping plans and moored the facility in Norwegian waters.
This incident brought global attention to environmental protection activities and symbolized the growing social awareness of corporate environmental responsibility. In particular, the Brent Spar incident demonstrated the importance of the international community acting in concert on environmental issues and became a symbolic event in international environmental protection activities. Furthermore, the emphasis on the environmental impact of ocean dumping led to significantly stricter standards and regulations for waste disposal in the oil industry thereafter.
Furthermore, regarding the relationship between corporations and society, the Brent Spar incident underscored the importance of "Corporate Social Responsibility (CSR)." Subsequently, many companies began incorporating sustainable environmental measures into their strategies. From an environmental protection perspective, this incident became a historic turning point that profoundly altered the nature of business. 【File Name: 15-1995-10-15.pdf】
ブレント・スパー貯蔵施設の処分方法公募-1995年10月
ブレント・スパー貯蔵施設の処分方法公募-1995年10月
北海油田に設置されていたブレント・スパー石油貯蔵施設（高さ約140メートル、重量約1万4600トン、直径29メートル）は、シェル・グループが所有し、年間約30万バレルの石油を貯蔵していました。1995年、英国政府はこの施設の北大西洋への海中投棄を許可しましたが、約1000トンの残留油が含まれていることが判明し、環境保護団体グリーンピースやドイツ、ノルウェー、デンマークなど欧州諸国から強い反発を受けました。
ドイツでは約5万人が抗議活動に参加し、ノルウェーではシェルのガソリンスタンドに対する不買運動が展開され、シェルの売上は最大40%減少するなど、企業にとっても重大な打撃を受けました。この事態を受け、シェルは投棄計画を一時中止し、施設をノルウェーの海域に係留しました。
この事件は、環境保護活動が世界的に注目される契機となり、企業の環境責任に対する社会的意識の高まりを象徴しました。特にブレント・スパー事件は、国際社会が環境問題に対して協調して行動する重要性を示し、国際的な環境保護活動の象徴的な出来事となりました。また、海洋への投棄が環境に与える影響が強調されたことで、以後の石油業界における廃棄物処理の基準や規制が大幅に厳格化されるきっかけとなりました。
さらに、企業と社会の関係においても、ブレント・スパー事件は「企業の社会的責任（CSR）」の重要性を強調し、以降、多くの企業が持続可能な環境対策を戦略に組み込むようになりました。この事件は、環境保護の観点からもビジネスの在り方を大きく変える歴史的な転換点となりました。
【ファイル名：15-1995-10-15.pdf】
北海油田に設置されていたブレント・スパー石油貯蔵施設（高さ約140メートル、重量約1万4600トン、直径29メートル）は、シェル・グループが所有し、年間約30万バレルの石油を貯蔵していました。1995年、英国政府はこの施設の北大西洋への海中投棄を許可しましたが、約1000トンの残留油が含まれていることが判明し、環境保護団体グリーンピースやドイツ、ノルウェー、デンマークなど欧州諸国から強い反発を受けました。
ドイツでは約5万人が抗議活動に参加し、ノルウェーではシェルのガソリンスタンドに対する不買運動が展開され、シェルの売上は最大40%減少するなど、企業にとっても重大な打撃を受けました。この事態を受け、シェルは投棄計画を一時中止し、施設をノルウェーの海域に係留しました。
この事件は、環境保護活動が世界的に注目される契機となり、企業の環境責任に対する社会的意識の高まりを象徴しました。特にブレント・スパー事件は、国際社会が環境問題に対して協調して行動する重要性を示し、国際的な環境保護活動の象徴的な出来事となりました。また、海洋への投棄が環境に与える影響が強調されたことで、以後の石油業界における廃棄物処理の基準や規制が大幅に厳格化されるきっかけとなりました。
さらに、企業と社会の関係においても、ブレント・スパー事件は「企業の社会的責任（CSR）」の重要性を強調し、以降、多くの企業が持続可能な環境対策を戦略に組み込むようになりました。この事件は、環境保護の観点からもビジネスの在り方を大きく変える歴史的な転換点となりました。
【ファイル名：15-1995-10-15.pdf】
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Illegal Dumping of FRP Vessels - Nationwide in Japan - History and Current Status from 2004 to the 2020s FRP (Fiber Reinforced Plastic) pleasure boats gained popularity due to their durability and light weight, but their disposal has become a significant issue. By 2004, approximately 5,000 vessels were being discarded annually, with about 1,000 illegally dumped along coastlines and riverbanks. This illegal dumping caused severe environmental impacts, including the deterioration of marine ecosystems and landscape destruction. In response, the Ministry of Land, Infrastructure, Transport and Tourism (MLIT) began designing systems to promote FRP boat recycling. Efforts advanced to improve dismantling and crushing technologies for discarded vessels and establish dedicated recycling facilities. Additionally, campaigns to prevent illegal dumping were conducted in collaboration with local governments, and mechanisms requiring vessel owners to bear part of the recycling costs were als
o considered. However, ensuring the profitability of recycling operations remained a challenge. While development progressed on technologies to reuse discarded FRP as building materials or fuel, widespread implementation took time.
During the 2010s, efforts to resolve the FRP waste vessel problem intensified. In 2015, the "National FRP Waste Vessel Recycling Promotion Council" was established, advancing industry-wide initiatives. Specifically, shredding technology for used FRP significantly improved, leading to increased cases of its use as recycled material in road paving and construction materials. Furthermore, the government expanded subsidies for vessel disposal to a maximum of 500,000 yen per case and launched model projects in collaboration with local governments. As a result, by 2018, the proper disposal rate for FRP vessels reached 65%. However, approximately 35% (about 1,750 vessels annually) remained untreated or illegally dumped.
Entering the 2020s, reports indicate that while approximately 6,000 vessels are scrapped annually, around 800 are illegally dumped without proper processing. In response, the Ministry of Land, Infrastructure, Transport and Tourism (MLIT) established over 10 dedicated dismantling facilities nationwide, creating a system capable of processing over 2,000 scrap vessels annually. Furthermore, companies like Mitsubishi Chemical and Sumitomo Chemical have developed chemical recycling technologies, advancing efforts to reuse waste FRP as building materials and fuel. Additionally, municipalities along the Seto Inland Sea enacted the "Seto Inland Sea Waste Vessel Management Ordinance" in 2020, mandating notification to owners and introducing penalties. This reduced the abandonment of waste vessels by over 10% annually. However, the high average disposal cost of over ¥200,000 per vessel remains a persistent challenge. Internationally, efforts to share waste ship recycling technology wi
th neighboring countries like South Korea and the Philippines are advancing. The FRP waste ship issue is positioned as part of reducing marine plastic pollution and is a critical challenge for protecting the marine environment. While technological innovation and strengthened regulations have brought some improvement, the need for cost reduction and increased owner awareness remains unchanged.
o considered. However, ensuring the profitability of recycling operations remained a challenge. While development progressed on technologies to reuse discarded FRP as building materials or fuel, widespread implementation took time.
During the 2010s, efforts to resolve the FRP waste vessel problem intensified. In 2015, the "National FRP Waste Vessel Recycling Promotion Council" was established, advancing industry-wide initiatives. Specifically, shredding technology for used FRP significantly improved, leading to increased cases of its use as recycled material in road paving and construction materials. Furthermore, the government expanded subsidies for vessel disposal to a maximum of 500,000 yen per case and launched model projects in collaboration with local governments. As a result, by 2018, the proper disposal rate for FRP vessels reached 65%. However, approximately 35% (about 1,750 vessels annually) remained untreated or illegally dumped.
Entering the 2020s, reports indicate that while approximately 6,000 vessels are scrapped annually, around 800 are illegally dumped without proper processing. In response, the Ministry of Land, Infrastructure, Transport and Tourism (MLIT) established over 10 dedicated dismantling facilities nationwide, creating a system capable of processing over 2,000 scrap vessels annually. Furthermore, companies like Mitsubishi Chemical and Sumitomo Chemical have developed chemical recycling technologies, advancing efforts to reuse waste FRP as building materials and fuel. Additionally, municipalities along the Seto Inland Sea enacted the "Seto Inland Sea Waste Vessel Management Ordinance" in 2020, mandating notification to owners and introducing penalties. This reduced the abandonment of waste vessels by over 10% annually. However, the high average disposal cost of over ¥200,000 per vessel remains a persistent challenge. Internationally, efforts to share waste ship recycling technology wi
th neighboring countries like South Korea and the Philippines are advancing. The FRP waste ship issue is positioned as part of reducing marine plastic pollution and is a critical challenge for protecting the marine environment. While technological innovation and strengthened regulations have brought some improvement, the need for cost reduction and increased owner awareness remains unchanged.
FRP廃船の不法投棄問題 - 日本全国 - 2004年から2020年代の歴史と現状
FRP廃船の不法投棄問題 - 日本全国 - 2004年から2020年代の歴史と現状
FRP（繊維強化プラスチック）製プレジャーボートは、耐久性と軽量性から普及しましたが、その廃棄処理が課題となっています。2004年時点では、年間約5000隻が廃棄され、そのうち約1000隻が沿岸部や河川敷で不法投棄されていました。不法投棄は環境への深刻な影響を及ぼし、海洋生態系の悪化や景観破壊が問題視されました。
これに対し、国土交通省はFRP廃船のリサイクル推進に向けた制度設計を開始。廃船の解体・粉砕技術の向上や専用リサイクル施設の整備が進められました。また、自治体と連携した不法投棄防止キャンペーンが展開され、船舶所有者にリサイクル費用の一部負担を求める仕組みも検討されました。しかし、リサイクル事業の採算性確保が課題であり、廃FRPの建材や燃料としての再利用技術の開発が進む一方、広範な導入には時間を要しました。
2010年代には、FRP廃船問題の解決に向けた動きがさらに活発化しました。2015年には「全国FRP廃船リサイクル推進協議会」が設立され、業界全体での取り組みが進みました。具体的には、使用済みFRPの粉砕技術が大幅に改善され、リサイクル材として道路舗装や建設資材に利用される事例が増加しました。また、政府は廃船処理の補助金を1件あたり最大50万円に拡充し、自治体と連携したモデルプロジェクトを展開。その結果、2018年時点でFRP廃船の適切処理率は65％に達しましたが、依然として約35％（年間約1750隻）が未処理または不法投棄されている状況でした。
2020年代に入ると、年間約6000隻が廃棄される中、約800隻が適切に処理されないまま不法投棄されているとの報告があります。これを受けて、国土交通省は全国で10カ所以上の専用解体施設を新設し、年間2000隻以上の廃船を処理可能な体制を整備しました。さらに、三菱ケミカルや住友化学などの企業が化学リサイクル技術を開発し、廃FRPを建材や燃料として再利用する取り組みが進められています。
また、瀬戸内海沿岸の自治体では、2020年に「瀬戸内海廃船管理条例」を施行し、所有者への通知義務化やペナルティの導入を実施。これにより、廃船の放置が年間10％以上減少しました。一方で、処理コストが平均1隻あたり20万円以上かかる点が引き続き課題です。
国際的にも、韓国やフィリピンなどの近隣諸国と廃船リサイクル技術の共有が進められています。FRP廃船問題は、海洋プラスチック削減の一環として位置づけられ、海洋環境保護のための重要な課題となっています。技術革新や制度強化により一定の改善が見られるものの、コスト削減や所有者意識の向上が求められる状況は変わりません。
FRP（繊維強化プラスチック）製プレジャーボートは、耐久性と軽量性から普及しましたが、その廃棄処理が課題となっています。2004年時点では、年間約5000隻が廃棄され、そのうち約1000隻が沿岸部や河川敷で不法投棄されていました。不法投棄は環境への深刻な影響を及ぼし、海洋生態系の悪化や景観破壊が問題視されました。
これに対し、国土交通省はFRP廃船のリサイクル推進に向けた制度設計を開始。廃船の解体・粉砕技術の向上や専用リサイクル施設の整備が進められました。また、自治体と連携した不法投棄防止キャンペーンが展開され、船舶所有者にリサイクル費用の一部負担を求める仕組みも検討されました。しかし、リサイクル事業の採算性確保が課題であり、廃FRPの建材や燃料としての再利用技術の開発が進む一方、広範な導入には時間を要しました。
2010年代には、FRP廃船問題の解決に向けた動きがさらに活発化しました。2015年には「全国FRP廃船リサイクル推進協議会」が設立され、業界全体での取り組みが進みました。具体的には、使用済みFRPの粉砕技術が大幅に改善され、リサイクル材として道路舗装や建設資材に利用される事例が増加しました。また、政府は廃船処理の補助金を1件あたり最大50万円に拡充し、自治体と連携したモデルプロジェクトを展開。その結果、2018年時点でFRP廃船の適切処理率は65％に達しましたが、依然として約35％（年間約1750隻）が未処理または不法投棄されている状況でした。
2020年代に入ると、年間約6000隻が廃棄される中、約800隻が適切に処理されないまま不法投棄されているとの報告があります。これを受けて、国土交通省は全国で10カ所以上の専用解体施設を新設し、年間2000隻以上の廃船を処理可能な体制を整備しました。さらに、三菱ケミカルや住友化学などの企業が化学リサイクル技術を開発し、廃FRPを建材や燃料として再利用する取り組みが進められています。
また、瀬戸内海沿岸の自治体では、2020年に「瀬戸内海廃船管理条例」を施行し、所有者への通知義務化やペナルティの導入を実施。これにより、廃船の放置が年間10％以上減少しました。一方で、処理コストが平均1隻あたり20万円以上かかる点が引き続き課題です。
国際的にも、韓国やフィリピンなどの近隣諸国と廃船リサイクル技術の共有が進められています。FRP廃船問題は、海洋プラスチック削減の一環として位置づけられ、海洋環境保護のための重要な課題となっています。技術革新や制度強化により一定の改善が見られるものの、コスト削減や所有者意識の向上が求められる状況は変わりません。
Tuesday, February 3, 2026
Strengthening Waste Dumping Regulations at the North Sea Protection Conference - August 1995 At the North Sea Protection Conference held in 1995, it was agreed to completely ban the dumping of hazardous waste into the North Sea by 2020. This agreement aims for a significant reduction in the over 10,000 tons of hazardous waste currently dumped into the North Sea annually. The targeted substances include heavy metals such as lead, mercury, and cadmium, as well as highly toxic chemicals like PCBs (polychlorinated biphenyls) and dioxins. These pose severe adverse effects on marine ecosystems, particularly burdening fishery resources.
Strengthening Waste Dumping Regulations at the North Sea Protection Conference - August 1995 At the North Sea Protection Conference held in 1995, it was agreed to completely ban the dumping of hazardous waste into the North Sea by 2020. This agreement aims for a significant reduction in the over 10,000 tons of hazardous waste currently dumped into the North Sea annually. The targeted substances include heavy metals such as lead, mercury, and cadmium, as well as highly toxic chemicals like PCBs (polychlorinated biphenyls) and dioxins. These pose severe adverse effects on marine ecosystems, particularly burdening fishery resources.
North Sea coastal nations including France, Germany, Denmark, the Netherlands, and Norway have established a policy to gradually reduce dumping volumes by 2020 and ultimately achieve zero dumping to meet these reduction targets. Meanwhile, the UK, facing pressure from major domestic chemical companies like ICL (Imperial Chemical Industries), Union Carbide, and pharmaceutical firms, did not sign up to the complete ban on dumping. Consequently, the UK is expected to continue dumping approximately 2,000 tons of waste into the North Sea annually.
This agreement is expected to significantly impact the improvement of North Sea water quality. France and Germany have announced plans to allocate a budget of 500 million euros (approximately 65 billion yen) for the development of waste recycling facilities. Furthermore, the Norwegian government intends to invest 10 million euros (approximately 1.3 billion yen) annually in developing waste treatment technologies, advancing efforts toward the goal of zero ocean dumping.
While these North Sea protection initiatives are expected to benefit fishery resources and tourism, the chemical industry is being called upon to transition toward sustainable management practices, including waste recycling and harmless treatment.
North Sea coastal nations including France, Germany, Denmark, the Netherlands, and Norway have established a policy to gradually reduce dumping volumes by 2020 and ultimately achieve zero dumping to meet these reduction targets. Meanwhile, the UK, facing pressure from major domestic chemical companies like ICL (Imperial Chemical Industries), Union Carbide, and pharmaceutical firms, did not sign up to the complete ban on dumping. Consequently, the UK is expected to continue dumping approximately 2,000 tons of waste into the North Sea annually.
This agreement is expected to significantly impact the improvement of North Sea water quality. France and Germany have announced plans to allocate a budget of 500 million euros (approximately 65 billion yen) for the development of waste recycling facilities. Furthermore, the Norwegian government intends to invest 10 million euros (approximately 1.3 billion yen) annually in developing waste treatment technologies, advancing efforts toward the goal of zero ocean dumping.
While these North Sea protection initiatives are expected to benefit fishery resources and tourism, the chemical industry is being called upon to transition toward sustainable management practices, including waste recycling and harmless treatment.
北海保護会議廃棄物投棄規制強化 - 1995年8月
北海保護会議廃棄物投棄規制強化 - 1995年8月
1995年に開かれた北海保護会議では、北海への危険廃棄物投棄を2020年までに完全に禁止することが合意されました。この合意により、現在、年間で約10000トン以上が北海に投棄されている有害廃棄物の大幅な削減が目指されています。対象となるのは、鉛、水銀、カドミウムなどの重金属に加え、PCB（ポリ塩化ビフェニル）やダイオキシンといった極めて毒性の強い化学物質です。これらは海洋生態系への悪影響が深刻で、特に漁業資源への負担が顕著です。
フランスやドイツ、デンマーク、オランダ、ノルウェーなどの北海沿岸諸国は、こうした有害廃棄物の削減目標を達成するため、2020年までに投棄量を段階的に縮小し、最終的にはゼロにする方針を固めています。一方、イギリスは国内の主要化学企業であるICL（インペリアル・ケミカル・インダストリーズ）やユニオン・カーバイド、製薬企業などの業界からの圧力を受け、投棄の完全停止に調印しませんでした。これにより、イギリスは年間約2000トンの廃棄物を引き続き北海に投棄する可能性が指摘されています。
この合意は、北海の水質改善に大きな影響を与えると期待されており、フランスとドイツでは廃棄物のリサイクル施設の整備に5億ユーロ（約650億円）の予算を計上する計画が発表されています。また、ノルウェー政府は廃棄物の処理技術開発に年1000万ユーロ（約13億円）を投入し、海洋投棄ゼロの目標に向けた取り組みを進める方針です。
このように、北海保護の取り組みは漁業資源の保護や観光業への好影響を期待される一方、化学業界には廃棄物のリサイクルや無害化処理など、持続可能な経営への転換が求められています。
1995年に開かれた北海保護会議では、北海への危険廃棄物投棄を2020年までに完全に禁止することが合意されました。この合意により、現在、年間で約10000トン以上が北海に投棄されている有害廃棄物の大幅な削減が目指されています。対象となるのは、鉛、水銀、カドミウムなどの重金属に加え、PCB（ポリ塩化ビフェニル）やダイオキシンといった極めて毒性の強い化学物質です。これらは海洋生態系への悪影響が深刻で、特に漁業資源への負担が顕著です。
フランスやドイツ、デンマーク、オランダ、ノルウェーなどの北海沿岸諸国は、こうした有害廃棄物の削減目標を達成するため、2020年までに投棄量を段階的に縮小し、最終的にはゼロにする方針を固めています。一方、イギリスは国内の主要化学企業であるICL（インペリアル・ケミカル・インダストリーズ）やユニオン・カーバイド、製薬企業などの業界からの圧力を受け、投棄の完全停止に調印しませんでした。これにより、イギリスは年間約2000トンの廃棄物を引き続き北海に投棄する可能性が指摘されています。
この合意は、北海の水質改善に大きな影響を与えると期待されており、フランスとドイツでは廃棄物のリサイクル施設の整備に5億ユーロ（約650億円）の予算を計上する計画が発表されています。また、ノルウェー政府は廃棄物の処理技術開発に年1000万ユーロ（約13億円）を投入し、海洋投棄ゼロの目標に向けた取り組みを進める方針です。
このように、北海保護の取り組みは漁業資源の保護や観光業への好影響を期待される一方、化学業界には廃棄物のリサイクルや無害化処理など、持続可能な経営への転換が求められています。
Improper Medical Waste Disposal Issue in Sapporo, Hokkaido - January 2011 Approximately 10 tons of improperly disposed medical waste were discovered abandoned in public areas in Sapporo, Hokkaido. The abandoned waste included infectious materials such as approximately 5,000 syringes, blood-stained gauze, and about 200 bags of used gloves. It was primarily found on vacant lots and former warehouse sites. This has raised concerns about the risk of infectious diseases affecting approximately 300 households in the surrounding area. Investigations revealed that five medical facilities, including hospitals and clinics, were involved in the disposal.
Improper Medical Waste Disposal Issue in Sapporo, Hokkaido - January 2011 Approximately 10 tons of improperly disposed medical waste were discovered abandoned in public areas in Sapporo, Hokkaido. The abandoned waste included infectious materials such as approximately 5,000 syringes, blood-stained gauze, and about 200 bags of used gloves. It was primarily found on vacant lots and former warehouse sites. This has raised concerns about the risk of infectious diseases affecting approximately 300 households in the surrounding area. Investigations revealed that five medical facilities, including hospitals and clinics, were involved in the disposal.
As an emergency response, Sapporo City began waste removal operations. Approximately 7 tons have been processed so far, and disinfection work has also been carried out. The cost for processing the remaining untreated waste is estimated at around 30 million yen, and the city plans to secure the budget. Additionally, the medical facilities involved in the disposal were fined a total of 20 million yen.
As a recurrence prevention measure, the city will hold four annual training sessions for medical facilities to ensure proper medical waste disposal. It has also distributed 10,000 awareness posters throughout the city to alert residents. This has led to a growing recognition of the necessity for proper medical waste management. This issue highlights the importance of suppressing infectious disease risks and strengthening waste management.
As an emergency response, Sapporo City began waste removal operations. Approximately 7 tons have been processed so far, and disinfection work has also been carried out. The cost for processing the remaining untreated waste is estimated at around 30 million yen, and the city plans to secure the budget. Additionally, the medical facilities involved in the disposal were fined a total of 20 million yen.
As a recurrence prevention measure, the city will hold four annual training sessions for medical facilities to ensure proper medical waste disposal. It has also distributed 10,000 awareness posters throughout the city to alert residents. This has led to a growing recognition of the necessity for proper medical waste management. This issue highlights the importance of suppressing infectious disease risks and strengthening waste management.
北海道札幌市における医療廃棄物不適正処理問題 - 2011年1月
北海道札幌市における医療廃棄物不適正処理問題 - 2011年1月
北海道札幌市で、不適切に処理された約10トンの医療廃棄物が公共の場に放置されていることが発覚しました。放置された廃棄物には、約5000本の注射器や血液付きのガーゼ、約200袋の使用済み手袋など感染性廃棄物が含まれ、空き地や倉庫跡地を中心に発見されています。これにより、周辺住民約300世帯に感染症のリスクが及ぶことが懸念されています。調査の結果、病院や診療所など5つの医療施設が廃棄に関与していることが判明しました。
札幌市は緊急対応として、廃棄物の除去作業を開始。これまでに約7トンが処理され、消毒作業も実施されています。未処理分の廃棄物処理には約3000万円の費用が見込まれており、市は予算を確保する方針です。また、廃棄に関与した医療施設には罰金総額2000万円が科されました。
再発防止策として、市は医療廃棄物の適正処理を徹底するため、医療施設を対象にした講習会を年4回開催。また、市内に啓発ポスター1万部を配布し、住民への注意喚起を実施。これにより、医療廃棄物の適正管理の必要性が広く認識されつつあります。この問題は、感染症リスク抑制と廃棄物管理の強化の重要性を示しています。
北海道札幌市で、不適切に処理された約10トンの医療廃棄物が公共の場に放置されていることが発覚しました。放置された廃棄物には、約5000本の注射器や血液付きのガーゼ、約200袋の使用済み手袋など感染性廃棄物が含まれ、空き地や倉庫跡地を中心に発見されています。これにより、周辺住民約300世帯に感染症のリスクが及ぶことが懸念されています。調査の結果、病院や診療所など5つの医療施設が廃棄に関与していることが判明しました。
札幌市は緊急対応として、廃棄物の除去作業を開始。これまでに約7トンが処理され、消毒作業も実施されています。未処理分の廃棄物処理には約3000万円の費用が見込まれており、市は予算を確保する方針です。また、廃棄に関与した医療施設には罰金総額2000万円が科されました。
再発防止策として、市は医療廃棄物の適正処理を徹底するため、医療施設を対象にした講習会を年4回開催。また、市内に啓発ポスター1万部を配布し、住民への注意喚起を実施。これにより、医療廃棄物の適正管理の必要性が広く認識されつつあります。この問題は、感染症リスク抑制と廃棄物管理の強化の重要性を示しています。
The Evolution of U.S. Grain Supply and Demand - From the 1990s to the 2020s
The Evolution of U.S. Grain Supply and Demand - From the 1990s to the 2020s
1990s According to a Worldwatch Institute report, grain prices rose 39% over the three years ending in 1996. This was driven by China's rapidly increasing feed demand, particularly the expansion of grain imports accompanying growth in meat production. While U.S. grain exports increased, domestic stockpiles were declining, creating a need for stabilization in the international market.
2000s In the early 2000s, corn demand surged due to the expansion of bioethanol production. This triggered a sharp rise in grain prices, making food price inflation a global issue. Simultaneously, major grain producers like Brazil and Argentina increased their exports, intensifying competition in the U.S. export market.
2010s: During the 2010s, China established itself as the world's largest grain importer. U.S. soybeans and corn became central supplies for China's food security policy. However, U.S.-China trade friction temporarily led China to shift imports to other countries like Brazil. Additionally, climate change impacts caused harvest fluctuations due to floods and droughts, becoming a significant issue.
2020s: Entering the 2020s, ample rainfall in the U.S. Midwest boosted grain production, with bumper corn and soybean harvests projected for 2024. However, high production levels in Brazil and other countries, coupled with intensifying market competition, drove grain prices to their lowest levels since 2020. China's grain demand remains high, with imports reaching 160 million tons in 2023, accounting for a quarter of the global total. American farmers face pressure on profits due to falling prices and are implementing cost-cutting measures. Furthermore, concerns exist that Brazil is expanding its share of the Chinese market, potentially reducing the U.S.'s export market share.
1990s According to a Worldwatch Institute report, grain prices rose 39% over the three years ending in 1996. This was driven by China's rapidly increasing feed demand, particularly the expansion of grain imports accompanying growth in meat production. While U.S. grain exports increased, domestic stockpiles were declining, creating a need for stabilization in the international market.
2000s In the early 2000s, corn demand surged due to the expansion of bioethanol production. This triggered a sharp rise in grain prices, making food price inflation a global issue. Simultaneously, major grain producers like Brazil and Argentina increased their exports, intensifying competition in the U.S. export market.
2010s: During the 2010s, China established itself as the world's largest grain importer. U.S. soybeans and corn became central supplies for China's food security policy. However, U.S.-China trade friction temporarily led China to shift imports to other countries like Brazil. Additionally, climate change impacts caused harvest fluctuations due to floods and droughts, becoming a significant issue.
2020s: Entering the 2020s, ample rainfall in the U.S. Midwest boosted grain production, with bumper corn and soybean harvests projected for 2024. However, high production levels in Brazil and other countries, coupled with intensifying market competition, drove grain prices to their lowest levels since 2020. China's grain demand remains high, with imports reaching 160 million tons in 2023, accounting for a quarter of the global total. American farmers face pressure on profits due to falling prices and are implementing cost-cutting measures. Furthermore, concerns exist that Brazil is expanding its share of the Chinese market, potentially reducing the U.S.'s export market share.
アメリカの穀物需給の変遷 - 1990年代から2020年代まで
アメリカの穀物需給の変遷 - 1990年代から2020年代まで
1990年代
ワールドウォッチ研究所の報告によれば、1996年までの3年間で穀物価格が39%上昇。この背景には、中国の飼料需要の急増があり、特に肉類生産の増加に伴う穀物輸入量の拡大が影響していました。アメリカの穀物輸出量は増加する一方で、国内備蓄は減少傾向にあり、国際市場の安定化が求められていました。
2000年代
2000年代初頭には、バイオエタノール生産の拡大に伴い、トウモロコシ需要が急増。これにより、穀物価格の高騰が発生し、食料価格の上昇が世界的な問題として浮上しました。同時に、穀物生産国であるブラジルやアルゼンチンが輸出量を拡大し、アメリカの輸出市場における競争が激化しました。
2010年代
2010年代には、中国が最大の穀物輸入国としての地位を確立。アメリカ産大豆やトウモロコシは、中国の食料安全保障政策の中心的な供給源となりました。しかし、米中貿易摩擦の影響で、一時的に中国がブラジルなど他国からの輸入にシフトする場面も見られました。また、気候変動の影響で、洪水や干ばつによる収穫量の変動が問題となりました。
2020年代
2020年代に入ると、アメリカ中西部では十分な降雨により穀物生産量が増加し、2024年にはトウモロコシと大豆の豊作が予測されています。しかし、ブラジルなど他国の高い生産量や市場競争の激化により、穀物価格は2020年以来の低水準に落ち込みました。中国の穀物需要は依然として高く、2023年には輸入量が1億6000万トンに達し、世界全体の4分の1を占めるまでに拡大。アメリカの農家は価格低下による収益圧迫に直面しつつ、コスト削減策を講じています。また、ブラジルが中国市場でのシェアを拡大し、アメリカの輸出市場シェアの低下が懸念されています。
1990年代
ワールドウォッチ研究所の報告によれば、1996年までの3年間で穀物価格が39%上昇。この背景には、中国の飼料需要の急増があり、特に肉類生産の増加に伴う穀物輸入量の拡大が影響していました。アメリカの穀物輸出量は増加する一方で、国内備蓄は減少傾向にあり、国際市場の安定化が求められていました。
2000年代
2000年代初頭には、バイオエタノール生産の拡大に伴い、トウモロコシ需要が急増。これにより、穀物価格の高騰が発生し、食料価格の上昇が世界的な問題として浮上しました。同時に、穀物生産国であるブラジルやアルゼンチンが輸出量を拡大し、アメリカの輸出市場における競争が激化しました。
2010年代
2010年代には、中国が最大の穀物輸入国としての地位を確立。アメリカ産大豆やトウモロコシは、中国の食料安全保障政策の中心的な供給源となりました。しかし、米中貿易摩擦の影響で、一時的に中国がブラジルなど他国からの輸入にシフトする場面も見られました。また、気候変動の影響で、洪水や干ばつによる収穫量の変動が問題となりました。
2020年代
2020年代に入ると、アメリカ中西部では十分な降雨により穀物生産量が増加し、2024年にはトウモロコシと大豆の豊作が予測されています。しかし、ブラジルなど他国の高い生産量や市場競争の激化により、穀物価格は2020年以来の低水準に落ち込みました。中国の穀物需要は依然として高く、2023年には輸入量が1億6000万トンに達し、世界全体の4分の1を占めるまでに拡大。アメリカの農家は価格低下による収益圧迫に直面しつつ、コスト削減策を講じています。また、ブラジルが中国市場でのシェアを拡大し、アメリカの輸出市場シェアの低下が懸念されています。
Monday, February 2, 2026
Annual industrial waste amounts to 400 million tons. Given the shortage of processing facilities and the need for effective resource utilization, the 5R approach (Refine, Reduce, Recycle, Reuse, Reconvert to Energy) is essential.
Annual industrial waste amounts to 400 million tons. Given the shortage of processing facilities and the need for effective resource utilization, the 5R approach (Refine, Reduce, Recycle, Reuse, Reconvert to Energy) is essential.
Sumieito Co., Ltd., headquartered in Himeji City, Hyogo Prefecture, is a leading company in the recycling sector. It has established a unique system as its core business, "turning industrial waste into resources." With approximately 50 employees, the company generates sales of 4.4 billion yen. We spoke with President Eiji Kumano.
Creating resources through technology. The company was founded in 1977. It was established as a management and operations company to prevent secondary pollution when mining companies recovered zinc and other materials from waste. President Kumano joined the company in 1979, two years after its founding. "After graduating from university, I joined the company my uncle managed. Being young at the time, I must admit I felt a bit embarrassed about working with garbage."
Back then, recycling meant zinc recovered from non-ferrous industry waste was reused within that same industry—intra-industry recycling was the norm. Initially, the company followed this conventional approach. However, during the recession triggered by the 1979 Second Oil Crisis, the search for more efficient business methods led to the idea of cross-industry recycling. The recession became the catalyst for challenging conventional wisdom.
"Since it's waste, we'd offer to take it off their hands instead of charging disposal fees. For the generating company, this actually reduced their processing costs. Crucially, this business model also meant the companies receiving the recycled raw materials paid less than for conventional materials. We were relentlessly focused on economic viability from the very start."
When we started the business in 1980 and went to present to cement companies, production-side personnel were reluctant to approve, asking who would take responsibility and how if using waste as raw material affected the product. After much effort, we finally secured an agreement for three trial deliveries of 500 tons each. "However, back then, the companies generating the waste also lacked awareness, and the waste sent from factories presented various challenges. We worked through the night sorting it and somehow managed to deliver it."
After the three trial deliveries, the production manager who had opposed us said, "Mr. Kumano, this is truly an era where we create resources through technology," and decided to accept our solution. "Hearing those words, the sense of inferiority I'd felt about my work vanished. My mindset shifted to recognizing that we were creating resources. Moreover, we were receiving gratitude from both the waste-generating companies and the receiving companies. That was the moment I realized this was work worthy of dedicating my entire life to."
President Kumano was 24 at the time. The business he launched this way gradually expanded its client base, accumulated know-how, and built a system. The recycling system the company established over 20 years is illustrated in the diagram below.
For example, waste from various companies—including sludge and spent solvents—is combined and homogenized into a slurry. This is then used as fuel by cement companies. Similarly, large quantities of eggshells discarded by food companies are utilized as cement raw materials. In other words, within Sumi Eight's recycling system, nothing is truly waste anymore. "For recycling to succeed, three conditions are essential: low cost, stability, and safety.
Through experiencing unfavorable conditions for our company, such as repeated yen appreciation, we have learned what is necessary to meet these conditions. Expanding our network to gather information and efficiently supply recycled raw materials, coupled with deep market knowledge, leads to economic viability. If our recycled raw materials are not superior to current raw materials in both cost and quality, the business has no value. It requires not just the idealistic notion that recycling should be done, but constant competitiveness and adaptation to changing business conditions."
"We aim to become an indispensable company. To date, the company has coordinated recycling for over 1,000 businesses. Beyond its three domestic locations, it established an office in Seoul based on the principle that 'building a wide-ranging recycling coordination network is more rational.' While the company has grown steadily since its founding in 1977, it senses a shift in societal trends over recent years.
The initial catalyst was the 1992 Earth Summit. "Before that, companies were reluctant to publicize that they recycled waste as raw materials. However, since the Summit, the trend has shifted—companies now see it as enhancing their image and are open to promoting it." Furthermore, with initiatives like the Zero Emission Concept proposed by the United Nations University in the late 1990s, the company's efforts seem ahead of their time.
"I suppose you could say the spotlight has turned to what we've been working on, accelerating the trend. However, such initiatives require breaking through the barriers of conventional wisdom, and it's not something one company can do alone. It becomes possible only when symbiotic relationships with other companies are established. Our company doesn't aim to be big or powerful; we strive to be indispensable. With 50 employees, we generate annual sales of 4.4 billion yen.
For a venture company, this size is probably the right fit." Based on this philosophy, the company has not pursued an expansion strategy but has instead focused on maximizing the use of its existing systems. While it operates its own recycling plant, over half of its processing is still outsourced to partners, and transportation and distribution are also contracted out. Establishing a joint venture with the Hitachi Chemical Group in 1995 was also part of this approach.
"We are confident in our information assets, such as our network and know-how. Going forward, technological capability is the challenge. We hope to collaborate with technology-holding entities to create new markets." The company plans to list its shares (over-the-counter) in the fall of 2001. As the global trend toward a zero-waste recycling society, including waste resource recovery, gains momentum, the company's role is likely to become even more significant in the 21st century.
Sumieito Co., Ltd., headquartered in Himeji City, Hyogo Prefecture, is a leading company in the recycling sector. It has established a unique system as its core business, "turning industrial waste into resources." With approximately 50 employees, the company generates sales of 4.4 billion yen. We spoke with President Eiji Kumano.
Creating resources through technology. The company was founded in 1977. It was established as a management and operations company to prevent secondary pollution when mining companies recovered zinc and other materials from waste. President Kumano joined the company in 1979, two years after its founding. "After graduating from university, I joined the company my uncle managed. Being young at the time, I must admit I felt a bit embarrassed about working with garbage."
Back then, recycling meant zinc recovered from non-ferrous industry waste was reused within that same industry—intra-industry recycling was the norm. Initially, the company followed this conventional approach. However, during the recession triggered by the 1979 Second Oil Crisis, the search for more efficient business methods led to the idea of cross-industry recycling. The recession became the catalyst for challenging conventional wisdom.
"Since it's waste, we'd offer to take it off their hands instead of charging disposal fees. For the generating company, this actually reduced their processing costs. Crucially, this business model also meant the companies receiving the recycled raw materials paid less than for conventional materials. We were relentlessly focused on economic viability from the very start."
When we started the business in 1980 and went to present to cement companies, production-side personnel were reluctant to approve, asking who would take responsibility and how if using waste as raw material affected the product. After much effort, we finally secured an agreement for three trial deliveries of 500 tons each. "However, back then, the companies generating the waste also lacked awareness, and the waste sent from factories presented various challenges. We worked through the night sorting it and somehow managed to deliver it."
After the three trial deliveries, the production manager who had opposed us said, "Mr. Kumano, this is truly an era where we create resources through technology," and decided to accept our solution. "Hearing those words, the sense of inferiority I'd felt about my work vanished. My mindset shifted to recognizing that we were creating resources. Moreover, we were receiving gratitude from both the waste-generating companies and the receiving companies. That was the moment I realized this was work worthy of dedicating my entire life to."
President Kumano was 24 at the time. The business he launched this way gradually expanded its client base, accumulated know-how, and built a system. The recycling system the company established over 20 years is illustrated in the diagram below.
For example, waste from various companies—including sludge and spent solvents—is combined and homogenized into a slurry. This is then used as fuel by cement companies. Similarly, large quantities of eggshells discarded by food companies are utilized as cement raw materials. In other words, within Sumi Eight's recycling system, nothing is truly waste anymore. "For recycling to succeed, three conditions are essential: low cost, stability, and safety.
Through experiencing unfavorable conditions for our company, such as repeated yen appreciation, we have learned what is necessary to meet these conditions. Expanding our network to gather information and efficiently supply recycled raw materials, coupled with deep market knowledge, leads to economic viability. If our recycled raw materials are not superior to current raw materials in both cost and quality, the business has no value. It requires not just the idealistic notion that recycling should be done, but constant competitiveness and adaptation to changing business conditions."
"We aim to become an indispensable company. To date, the company has coordinated recycling for over 1,000 businesses. Beyond its three domestic locations, it established an office in Seoul based on the principle that 'building a wide-ranging recycling coordination network is more rational.' While the company has grown steadily since its founding in 1977, it senses a shift in societal trends over recent years.
The initial catalyst was the 1992 Earth Summit. "Before that, companies were reluctant to publicize that they recycled waste as raw materials. However, since the Summit, the trend has shifted—companies now see it as enhancing their image and are open to promoting it." Furthermore, with initiatives like the Zero Emission Concept proposed by the United Nations University in the late 1990s, the company's efforts seem ahead of their time.
"I suppose you could say the spotlight has turned to what we've been working on, accelerating the trend. However, such initiatives require breaking through the barriers of conventional wisdom, and it's not something one company can do alone. It becomes possible only when symbiotic relationships with other companies are established. Our company doesn't aim to be big or powerful; we strive to be indispensable. With 50 employees, we generate annual sales of 4.4 billion yen.
For a venture company, this size is probably the right fit." Based on this philosophy, the company has not pursued an expansion strategy but has instead focused on maximizing the use of its existing systems. While it operates its own recycling plant, over half of its processing is still outsourced to partners, and transportation and distribution are also contracted out. Establishing a joint venture with the Hitachi Chemical Group in 1995 was also part of this approach.
"We are confident in our information assets, such as our network and know-how. Going forward, technological capability is the challenge. We hope to collaborate with technology-holding entities to create new markets." The company plans to list its shares (over-the-counter) in the fall of 2001. As the global trend toward a zero-waste recycling society, including waste resource recovery, gains momentum, the company's role is likely to become even more significant in the 21st century.
年間4億トンにも上る産業廃棄物。
年間4億トンにも上る産業廃棄物。
処理場不足や資源の有効活用の面からも、5R（Refine、Reduce、Recycle、Reuse、Reconvert to Energy）が求められています。
兵庫・姫路市に本社を置くスミエイト株式会社は、そのリサイクル分野で「産廃を資源に変える」独自のシステムをビジネスとして確立した先進企業であり、社員約50名で44億円を売り上げています。
熊野英介社長にお話を伺いました。
資源を技術で創る。
同社の創立は1977年。
鉱業会社が廃棄物から亜鉛などを回収する際の二次公害防止のための管理運用会社として設立されました。
熊野社長は創業2年後の1979年に入社しました。
「大学卒業後、おじが経営する会社に入社したわけですが、当時は若かったこともあり、正直言ってゴミを扱う仕事を恥ずかしく思う気持ちもありました」。
当時のリサイクルは、非鉄業界の廃棄物から回収された亜鉛は非鉄業界で資源化する、つまり同業種内でのリサイクルが常識でした。
同社においても創立当初はセオリーどおりのリサイクルを行なっていましたが、1979年の第2次オイルショックによる不況下に、より効率のよい事業方式を探る中から異業種間のリサイクルという発想が生まれたといいます。
常識を覆すきっかけになったのが不況だった。
「廃棄物ですから、処理費用がかかるところを逆に引き取らせてくれと申し出るわけで、出す企業にすれば処理コストがかえって安くすむわけです。
この事業で重要なのは再資源化された原料を受け入れる企業にとっても、それまでの原料より安くなること。
経済性には最初から徹底的にこだわりました」。
1980年に事業を始めて問題なく、セメント会社にプレゼンテーションに行ったところ、原料に廃棄物を使って製品に影響がでたら誰がどのように責任を取るのかと、生産サイドの人がなかなかオーケーしてくれませんでした。
やっとのことで、とりあえず500トンを3回試験納入する合意を得ました。
「ところが当時は廃棄物を出す企業にも認識がなく、工場から送られてくる廃棄物には色々難題があります。
徹夜で分別をして、なんとか納入しました」。
3回の試験納入が終わったとき、反対していた生産側の担当者は「熊野さん、これからは資源を技術で創りだす時代なんですね」と言い、受け入れを決めてくれたといいます。
「この言葉を聞いて、それまで持っていた自分の仕事への引け目がなくなり、我々は資源を創りだしているんだという意識に変わりました。
しかも廃棄物の排出企業、受け入れ企業双方から感謝してもらえる。
この仕事は一生を費やすに足りる仕事だと思った瞬間です」。
熊野社長が24歳のときだったといいます。
こうして立ち上げた事業は、少しずつ対象企業を広げ、ノウハウを蓄積し、システムを作りあげてきました。
20年かけて確立した同社のリサイクルシステムは、以下の図のようになっています。
例えば各社から出る廃棄物、含む汚泥、廃溶剤などを複合・均一化してスラリー状にして、セメント会社で燃料として使ったり、食品会社から大量に排出される卵の殻をセメント原料に使ったりします。
つまり、スミエイトのリサイクルシステムの中では、もはや廃棄物と呼ばれるものは存在しません。
「リサイクルの成立には、安価・安定・安全が条件になります。
度重なる円高など、我が社にとっては不利な状況を経験する過程で、条件を満たすには何が必要かを学んできました。
ネットワークを広げて情報収集し再生原料を効率的に供給することに加え、マーケットを熟知することが経済性につながります。
現状の原料より我が社の再生原料の方が経済的にも品質的にも良くなければ、事業の価値がないわけです。
リサイクルすべしという理想論だけでなく、常に競争力と業態変化が必要とされます」。
「なくてはならない会社を目指す。
現在までに同社がリサイクル・コーディネートをした企業は1000社を超え、国内3カ所に加え、 「リサイクルコーディネートネットワークは広範囲で構築したほうが合理的」との考えからソウルにも事業所を設けています。
1977年の創立以来順調に成長してきた同社ですが、ここ数年社会の流れが変わりつつあることを感じています。
最初のきっかけは1992年の地球サミットだった。
「それまでは、企業側も廃棄物をリサイクルして原料としていることは口外したがらない状況でした。
ところがサミット以来、むしろ企業のイメージアップにつながるということで、宣伝してくれても構わないという流れになってきました」。
さらに1990年代後半には国連大学によりゼロエミッション構想が提唱されるなど、同社の取り組みは時代の先取りといった感もあります。
「私たちが取り組んできたことが脚光を浴び、流れが加速してきたといったところでしょうか。
しかし、こうした取り組みはそれまでの常識の壁を打ち破る必要性もあり、1社でできることではありません。
各企業との共生が成り立ってこそ可能になることでしょう。
我社は大きい会社、強い会社ではなく、なくてはならない会社を目指しています。
従業員も50名で年商44億円を上げています。
ベンチャーとしてはこのくらいの人数が適正規模でしょう」。
こうした考えに基づき、会社組織にも拡大路線は取らず、現存のシステムを最大限活かす方向で進んできました。
自社でもリサイクル工場を持っていますが、現在も半分以上は提携先に加工を依頼しており、運搬・流通なども外注しています。
1995年に日立化成グループと合弁会社を設立したのも、こうした発想の一環といえるでしょう。
「我々はネットワークやノウハウなど、情報面には自信があります。
今後は技術力が課題。
技術を持つところと連携して新しい市場を作っていけたらと思っています」。
2001年の秋には株式上場（店頭公開）を予定しています。
廃棄物の再資源化を含むゴミゼロ循環社会への指向が世界的な潮流となる中で、21世紀には同社の役割はさらに大きなものになっているでしょう。
処理場不足や資源の有効活用の面からも、5R（Refine、Reduce、Recycle、Reuse、Reconvert to Energy）が求められています。
兵庫・姫路市に本社を置くスミエイト株式会社は、そのリサイクル分野で「産廃を資源に変える」独自のシステムをビジネスとして確立した先進企業であり、社員約50名で44億円を売り上げています。
熊野英介社長にお話を伺いました。
資源を技術で創る。
同社の創立は1977年。
鉱業会社が廃棄物から亜鉛などを回収する際の二次公害防止のための管理運用会社として設立されました。
熊野社長は創業2年後の1979年に入社しました。
「大学卒業後、おじが経営する会社に入社したわけですが、当時は若かったこともあり、正直言ってゴミを扱う仕事を恥ずかしく思う気持ちもありました」。
当時のリサイクルは、非鉄業界の廃棄物から回収された亜鉛は非鉄業界で資源化する、つまり同業種内でのリサイクルが常識でした。
同社においても創立当初はセオリーどおりのリサイクルを行なっていましたが、1979年の第2次オイルショックによる不況下に、より効率のよい事業方式を探る中から異業種間のリサイクルという発想が生まれたといいます。
常識を覆すきっかけになったのが不況だった。
「廃棄物ですから、処理費用がかかるところを逆に引き取らせてくれと申し出るわけで、出す企業にすれば処理コストがかえって安くすむわけです。
この事業で重要なのは再資源化された原料を受け入れる企業にとっても、それまでの原料より安くなること。
経済性には最初から徹底的にこだわりました」。
1980年に事業を始めて問題なく、セメント会社にプレゼンテーションに行ったところ、原料に廃棄物を使って製品に影響がでたら誰がどのように責任を取るのかと、生産サイドの人がなかなかオーケーしてくれませんでした。
やっとのことで、とりあえず500トンを3回試験納入する合意を得ました。
「ところが当時は廃棄物を出す企業にも認識がなく、工場から送られてくる廃棄物には色々難題があります。
徹夜で分別をして、なんとか納入しました」。
3回の試験納入が終わったとき、反対していた生産側の担当者は「熊野さん、これからは資源を技術で創りだす時代なんですね」と言い、受け入れを決めてくれたといいます。
「この言葉を聞いて、それまで持っていた自分の仕事への引け目がなくなり、我々は資源を創りだしているんだという意識に変わりました。
しかも廃棄物の排出企業、受け入れ企業双方から感謝してもらえる。
この仕事は一生を費やすに足りる仕事だと思った瞬間です」。
熊野社長が24歳のときだったといいます。
こうして立ち上げた事業は、少しずつ対象企業を広げ、ノウハウを蓄積し、システムを作りあげてきました。
20年かけて確立した同社のリサイクルシステムは、以下の図のようになっています。
例えば各社から出る廃棄物、含む汚泥、廃溶剤などを複合・均一化してスラリー状にして、セメント会社で燃料として使ったり、食品会社から大量に排出される卵の殻をセメント原料に使ったりします。
つまり、スミエイトのリサイクルシステムの中では、もはや廃棄物と呼ばれるものは存在しません。
「リサイクルの成立には、安価・安定・安全が条件になります。
度重なる円高など、我が社にとっては不利な状況を経験する過程で、条件を満たすには何が必要かを学んできました。
ネットワークを広げて情報収集し再生原料を効率的に供給することに加え、マーケットを熟知することが経済性につながります。
現状の原料より我が社の再生原料の方が経済的にも品質的にも良くなければ、事業の価値がないわけです。
リサイクルすべしという理想論だけでなく、常に競争力と業態変化が必要とされます」。
「なくてはならない会社を目指す。
現在までに同社がリサイクル・コーディネートをした企業は1000社を超え、国内3カ所に加え、 「リサイクルコーディネートネットワークは広範囲で構築したほうが合理的」との考えからソウルにも事業所を設けています。
1977年の創立以来順調に成長してきた同社ですが、ここ数年社会の流れが変わりつつあることを感じています。
最初のきっかけは1992年の地球サミットだった。
「それまでは、企業側も廃棄物をリサイクルして原料としていることは口外したがらない状況でした。
ところがサミット以来、むしろ企業のイメージアップにつながるということで、宣伝してくれても構わないという流れになってきました」。
さらに1990年代後半には国連大学によりゼロエミッション構想が提唱されるなど、同社の取り組みは時代の先取りといった感もあります。
「私たちが取り組んできたことが脚光を浴び、流れが加速してきたといったところでしょうか。
しかし、こうした取り組みはそれまでの常識の壁を打ち破る必要性もあり、1社でできることではありません。
各企業との共生が成り立ってこそ可能になることでしょう。
我社は大きい会社、強い会社ではなく、なくてはならない会社を目指しています。
従業員も50名で年商44億円を上げています。
ベンチャーとしてはこのくらいの人数が適正規模でしょう」。
こうした考えに基づき、会社組織にも拡大路線は取らず、現存のシステムを最大限活かす方向で進んできました。
自社でもリサイクル工場を持っていますが、現在も半分以上は提携先に加工を依頼しており、運搬・流通なども外注しています。
1995年に日立化成グループと合弁会社を設立したのも、こうした発想の一環といえるでしょう。
「我々はネットワークやノウハウなど、情報面には自信があります。
今後は技術力が課題。
技術を持つところと連携して新しい市場を作っていけたらと思っています」。
2001年の秋には株式上場（店頭公開）を予定しています。
廃棄物の再資源化を含むゴミゼロ循環社会への指向が世界的な潮流となる中で、21世紀には同社の役割はさらに大きなものになっているでしょう。
■As environmental business commercialization and environmental countermeasures accelerate, plant engineering expertise in environmental matters is increasingly essential. To transform environmental initiatives and countermeasures into actual businesses and plants, various challenges must be overcome, including feasibility studies, plant R&D and design, manufacturing, material procurement, construction, and commissioning.
■As environmental business commercialization and environmental countermeasures accelerate, plant engineering expertise in environmental matters is increasingly essential. To transform environmental initiatives and countermeasures into actual businesses and plants, various challenges must be overcome, including feasibility studies, plant R&D and design, manufacturing, material procurement, construction, and commissioning.
■The growth of environmental businesses and the expansion of environmental countermeasures are driving increased demand for plant engineering with environmental expertise. To translate environmental-related businesses and countermeasures into concrete projects and plants, it is necessary to overcome various challenges including feasibility studies, plant R&D and design, fabrication, material procurement, construction work, and commissioning.
■Engineering by a select few. President Hitoshi Kaji hails from Chiyoda Corporation, one of Japan's top three specialized plant engineering firms. There, he spent 27 years involved in constructing petroleum refining plants and analyzing, evaluating, and commercializing various gasification and melting furnace technologies.
Driven by a desire to apply the expertise cultivated during this time across a broader range of fields, he spun out with fellow engineers in June 2000. After approximately six months of preparation, Energy Environment Design was established. "Our aim is not only to handle large-scale projects worth tens or hundreds of billions of yen, as we have done before, but also to provide consulting services from plant introduction to operation for smaller-scale projects, support the development of technical products, perform process design for facilities, conduct equipment layout design, and even develop our own proprietary technical products," stated President Kaji.
President Kaji stated, "This is largely an untapped area, especially in the energy and environmental fields, where there is a shortage of personnel with the necessary expertise, making it difficult for large engineering firms to cover." True to this vision, the company got off to a strong start. Through an engineer who learned of Kaji's establishment of this concept-driven company, Sanix requested participation in its waste plastic power generation project under consideration for commercialization in Tomakomai.
Sanix had been operating intermediate processing facilities for industrial waste plastics at over a dozen locations nationwide since 1998. To effectively utilize these facilities, they conceived the waste plastic power generation project. However, dedicated plastic incineration for power generation was a world first. This is why Energy Environment Design, possessing expertise in both power generation and waste treatment, was approached.
In this case, we proudly participated as one of the owner's engineering firms throughout the entire process: processing waste plastic into molten fuel, transporting it to the power plant, and generating electricity. We played a central role in project management, from the feasibility study through design, material procurement, construction management, and commissioning.
■Achieving this required balancing investment with required performance, which demands solid technical backing and know-how. Any plant engineering company with expertise in project management, starting with feasibility studies, possesses this. Our advantage lies in additionally having technical know-how in heat transfer and waste treatment," stated President Kaji.
The power plant was completed in June 2002 and began trial operations in August. Despite being newly established, demand for the company's engineering capabilities is growing. This includes participation in the Iwate Prefectural Industrial Technology Center's wood pellet stove development project, aimed at promoting wood biomass utilization. The company's role as a bridge, turning client ideas into concrete solutions, will likely continue to expand.
Research and development of proprietary technology is another pillar. However, from the outset, alongside these consulting services, the company has also advanced its own proprietary technology development and the product development and sales leveraging that technology.
"Engineering-based consulting services, if done well, carry an inherent contradiction: clients absorb the know-how and may no longer require similar work. That's why we're also advancing proprietary technology development as another pillar of our business," stated President Kaji. The company is advancing technology development broadly in two fields: "Energy" and "Environment." In the energy field, it is currently aiming to commercialize a compact heat storage burner unit and a cooking unit.
"Heat storage burners were developed in Europe and the US in the 1990s. They improve thermal efficiency by reusing residual heat from combustion exhaust gases, reducing fuel consumption to less than half of conventional systems. Development in Japan, led primarily by NEDO, has advanced significantly, and Japan is now a top runner in this technology. However, research into miniaturization had been virtually nonexistent," President Kaji explained. ■Therefore, the company embarked on miniaturization.
Receiving development grants from Ota Ward, the company succeeded in miniaturization and cost reduction. This was achieved through ceramic heat storage heat exchange technology, heat radiation plates, and integrating the previously two-unit heat storage burner into a single unit. It can be incorporated as a standard component into existing food processing machinery and is expected to have a wide range of applications. The first unit was already delivered to a major food processing machinery manufacturer this summer.
The company focused on transporting waste plastics. It developed a compression molding device that dissolves the surface while compressing waste plastics. Although priced at about twice that of conventional compression balers, its compression ratio is approximately three times higher, and it eliminates the need for packaging materials. While inquiries exist, orders have not yet been secured, but the company remains hopeful. Additionally, it is researching technology to recover lead components from leaded glass and crystal glass.
This involves adding additives to crushed glass and heating it below 1500°C to vaporize the lead. Research for practical application is scheduled to conclude within 2002. This technology has already attracted attention from manufacturers utilizing lead glass in their products. Balancing this with the equipment sales business is a challenge. The company also handles website creation and software development.
In software, it developed a "Plastic Waste Discharge Data System." Using location and industry data for factories and workplaces nationwide, its proprietary inference engine calculates the amount of plastic waste discharged in a specified region. One unit has already been sold. The company's high development drive—spanning consulting, proprietary R&D, and software development—cannot be fully supported by its small, elite team of just five employees.
The company networks with experienced professionals, including those who have retired but possess substantial expertise, contracting them on a project-by-project basis. This approach enables the mobilization of over 50 personnel. Moving forward, the company aims to focus on selling products utilizing its proprietary technologies. "In terms of business maturity, we consider R&D and commercialization to be two-thirds of the journey. Only when the product is sold does it truly see the light of day. How we sell it going forward is now the major challenge."
Our consulting capabilities, based on advanced engineering technologies specialized in energy and the environment, and our R&D strength in proprietary technologies have already been proven. The challenge now is how to successfully balance our labor-intensive consulting business with equipment sales. The decisive moment for the company is approaching.
■The growth of environmental businesses and the expansion of environmental countermeasures are driving increased demand for plant engineering with environmental expertise. To translate environmental-related businesses and countermeasures into concrete projects and plants, it is necessary to overcome various challenges including feasibility studies, plant R&D and design, fabrication, material procurement, construction work, and commissioning.
■Engineering by a select few. President Hitoshi Kaji hails from Chiyoda Corporation, one of Japan's top three specialized plant engineering firms. There, he spent 27 years involved in constructing petroleum refining plants and analyzing, evaluating, and commercializing various gasification and melting furnace technologies.
Driven by a desire to apply the expertise cultivated during this time across a broader range of fields, he spun out with fellow engineers in June 2000. After approximately six months of preparation, Energy Environment Design was established. "Our aim is not only to handle large-scale projects worth tens or hundreds of billions of yen, as we have done before, but also to provide consulting services from plant introduction to operation for smaller-scale projects, support the development of technical products, perform process design for facilities, conduct equipment layout design, and even develop our own proprietary technical products," stated President Kaji.
President Kaji stated, "This is largely an untapped area, especially in the energy and environmental fields, where there is a shortage of personnel with the necessary expertise, making it difficult for large engineering firms to cover." True to this vision, the company got off to a strong start. Through an engineer who learned of Kaji's establishment of this concept-driven company, Sanix requested participation in its waste plastic power generation project under consideration for commercialization in Tomakomai.
Sanix had been operating intermediate processing facilities for industrial waste plastics at over a dozen locations nationwide since 1998. To effectively utilize these facilities, they conceived the waste plastic power generation project. However, dedicated plastic incineration for power generation was a world first. This is why Energy Environment Design, possessing expertise in both power generation and waste treatment, was approached.
In this case, we proudly participated as one of the owner's engineering firms throughout the entire process: processing waste plastic into molten fuel, transporting it to the power plant, and generating electricity. We played a central role in project management, from the feasibility study through design, material procurement, construction management, and commissioning.
■Achieving this required balancing investment with required performance, which demands solid technical backing and know-how. Any plant engineering company with expertise in project management, starting with feasibility studies, possesses this. Our advantage lies in additionally having technical know-how in heat transfer and waste treatment," stated President Kaji.
The power plant was completed in June 2002 and began trial operations in August. Despite being newly established, demand for the company's engineering capabilities is growing. This includes participation in the Iwate Prefectural Industrial Technology Center's wood pellet stove development project, aimed at promoting wood biomass utilization. The company's role as a bridge, turning client ideas into concrete solutions, will likely continue to expand.
Research and development of proprietary technology is another pillar. However, from the outset, alongside these consulting services, the company has also advanced its own proprietary technology development and the product development and sales leveraging that technology.
"Engineering-based consulting services, if done well, carry an inherent contradiction: clients absorb the know-how and may no longer require similar work. That's why we're also advancing proprietary technology development as another pillar of our business," stated President Kaji. The company is advancing technology development broadly in two fields: "Energy" and "Environment." In the energy field, it is currently aiming to commercialize a compact heat storage burner unit and a cooking unit.
"Heat storage burners were developed in Europe and the US in the 1990s. They improve thermal efficiency by reusing residual heat from combustion exhaust gases, reducing fuel consumption to less than half of conventional systems. Development in Japan, led primarily by NEDO, has advanced significantly, and Japan is now a top runner in this technology. However, research into miniaturization had been virtually nonexistent," President Kaji explained. ■Therefore, the company embarked on miniaturization.
Receiving development grants from Ota Ward, the company succeeded in miniaturization and cost reduction. This was achieved through ceramic heat storage heat exchange technology, heat radiation plates, and integrating the previously two-unit heat storage burner into a single unit. It can be incorporated as a standard component into existing food processing machinery and is expected to have a wide range of applications. The first unit was already delivered to a major food processing machinery manufacturer this summer.
The company focused on transporting waste plastics. It developed a compression molding device that dissolves the surface while compressing waste plastics. Although priced at about twice that of conventional compression balers, its compression ratio is approximately three times higher, and it eliminates the need for packaging materials. While inquiries exist, orders have not yet been secured, but the company remains hopeful. Additionally, it is researching technology to recover lead components from leaded glass and crystal glass.
This involves adding additives to crushed glass and heating it below 1500°C to vaporize the lead. Research for practical application is scheduled to conclude within 2002. This technology has already attracted attention from manufacturers utilizing lead glass in their products. Balancing this with the equipment sales business is a challenge. The company also handles website creation and software development.
In software, it developed a "Plastic Waste Discharge Data System." Using location and industry data for factories and workplaces nationwide, its proprietary inference engine calculates the amount of plastic waste discharged in a specified region. One unit has already been sold. The company's high development drive—spanning consulting, proprietary R&D, and software development—cannot be fully supported by its small, elite team of just five employees.
The company networks with experienced professionals, including those who have retired but possess substantial expertise, contracting them on a project-by-project basis. This approach enables the mobilization of over 50 personnel. Moving forward, the company aims to focus on selling products utilizing its proprietary technologies. "In terms of business maturity, we consider R&D and commercialization to be two-thirds of the journey. Only when the product is sold does it truly see the light of day. How we sell it going forward is now the major challenge."
Our consulting capabilities, based on advanced engineering technologies specialized in energy and the environment, and our R&D strength in proprietary technologies have already been proven. The challenge now is how to successfully balance our labor-intensive consulting business with equipment sales. The decisive moment for the company is approaching.
■環境ビジネスの事業化や環境対策が加速する中、環境に精通したプラントエンジニアリングが必要とされています。
■環境ビジネスの事業化や環境対策が加速する中、環境に精通したプラントエンジニアリングが必要とされています。
環境事業や対策の発想を実際の事業やプラントに昇華させていくためには、フィージビリティスタディ、プラントの研究開発・設計、製作、資材調達、建設工事、試運転などさまざまな課題をクリアしていかなければなりません。
■環境ビジネスの成長と環境対策の拡大に伴い、環境に詳しいプラントエンジニアリングの需要が高まっています。
環境関連のビジネスや対策を具体的な事業やプラントに落とし込むには、フィージビリティスタディ、プラントの研究開発・設計、製作、資材調達、建設工事、試運転など、さまざまな課題をクリアしていく必要があります。
■少数精鋭のエンジニアリング。
同社代表取締役の加治均さんは、プラント業界で日本の専業3社に数えられる千代田化工建設の出身。
そこで27年間、石油精製産業プラントの建設や各種ガス化溶融炉技術の分析・評価・商品化などに携わってきました。
こうした中で培われたノウハウをより幅広い分野で活かしたいとの思いから2000年6月に仲間のエンジニアと共にスピンアウト、約半年の準備期間を経て、エネルギー環境設計を設立しました。
「これまで手掛けてきた数十億円、数百億円の大規模案件だけでなく、より小規模な案件でのプラント導入から運営までのコンサルティング、技術商品の開発支援、設備のプロセス設計、機器の展開設計、さらには自社の独自技術商品の開発が当社の狙いです。
大手エンジニアリング会社がカバーしづらい領域で、特にエネルギー、環境分野ではノウハウを有する人材が少ないこともあり、ほとんど未開拓の状況です」と加治社長は述べています。
その狙い通り、滑り出しは上々でした。
加治さんがこのようなコンセプトの会社を設立したことを知ったエンジニアを通して、サニックスが苫小牧での事業化を検討していた廃プラ発電事業に参画を依頼されました。
サニックスでは98年から産業廃棄物系廃プラ中間処理業を全国十数箇所で展開しており、それらを有効活用するため廃プラ発電事業を発案しました。
とはいえ、プラスチック専焼発電は世界でも初めてのケースでした。
そこで、発電、廃棄物処理ともにノウハウを持つエネルギー環境設計に依頼がきたというわけです。
このケースでは、廃プラスチックの溶融燃料への加工、発電所までの輸送、そして発電の全過程にわたりオーナーズエンジニアリングの1社として参加し、フィージビリティスタディから設計、資材調達、施工管理、試運転までのプロジェクトマネジメントにおいて中心的な役割を果たしましたと自負しています。
■達成するためには、投資と要求される性能の兼ね合いが重要ですが、それには確固たる技術裏付けやノウハウが不可欠です。
フィージビリティスタディを始めとしたプロジェクトマネジメントの専門知識を持つプラントエンジニアリング会社であれば、どこでも保有しています。
当社の利点は、それに加えて熱伝達、廃棄物処理に関する技術に関するノウハウを持っていることです」と加治社長は述べています。
同発電所は2002年6月に完成し、8月から試運転を開始しています。
その後も、岩手県工業技術センターが木質バイオマスの利用を普及を目指し進めている木質ペレットストーブ開発プロジェクトに参画するなど、設立して間もないにもかかわらず、同社のエンジニアリング能力に対する需要が集まりつつあります。
クライアントのアイデアを具体的なものにする、その橋渡し役として同社の出番はまだまだ増えていくでしょう。
独自技術の研究開発はもうひとつの柱。
ただし当初より、こうしたコンサルティング事業とともに、自社による独自技術開発とその技術を活かした商品開発・販売も進めています。
「こうしたエンジニアリング系のコンサルティング事業はうまく仕上げればクライアント自身がノウハウを吸収し、同様の仕事がこないようにするという自己矛盾を抱えています。
そこで事業のもうひとつの柱として独自の技術開発も進めています」と加治社長は述べています。
同社では、大きく分けて「エネルギー」と「環境」の2つの分野で技術開発を進めています。
エネルギー分野では現在、商品化を目指しているのが小型蓄熱式バーナーユニットおよび調理用ユニットです。
蓄熱式バーナーは、欧米で1990年代に開発され、燃焼排ガスの残熱を再利用することで熱効率を向上させ、燃料消費を従来の半分以下に抑えることができます。
日本でもNEDOを中心に開発が進み、技術的には今や日本がトップランナーとなっています。
しかし、小型化の研究はほとんど行われていませんでした」と加治社長は述べています。
■そこで、同社は小型化に着手しました。
大田区からの開発助成金なども受けて、セラミックス製の蓄熱式熱交換技術や熱放射板、従来2台必要だった蓄熱バーナーの単体化などにより、小型化と低コスト化に成功しました。
汎用部品として既存の食品加工機械に組み込むことが可能で、また幅広い用途が期待されています。
すでに今年の夏には、1号機が大手食品加工機械メーカーに納入されました。
同社では、廃プラスチックの輸送に着目しました。
廃プラスチックを圧縮しながら表面を溶解する圧縮成形装置を開発しました。
価格は従来の圧縮梱包装置の約2倍ですが、圧縮率は約3倍で、梱包資材が不要な点がメリットです。
引き合いはあるものの、まだ受注には至っていませんが、期待しています。
また、鉛ガラスやクリスタルガラスから鉛成分を回収する技術も研究しています。
粉砕したガラスに添加物を加え、1500℃以下で加熱することにより鉛を気化させるものです。
2002年中には実用化に向けた研究を終了させる予定です。
この技術はすでに鉛ガラスを製品に利用しているメーカーの注目を集めています。
装置販売事業との両立が課題。
また同社では、ホームページの作成やソフトウェア開発なども手掛けています。
ソフトウェアでは、「廃プラスチック排出量データシステム」なるものを開発しました。
全国の工場や事業所などの立地、業種データをもとに、独自の推論エンジンにより、指定した地域でどれぐらいの廃プラスチックが排出されるかを計算するものです。
すでに1本販売済みです。
コンサルティング事業、独自技術の研究開発、さらにはソフトウェア開発と、同社の高い開発意欲は、少数精鋭の5名の社員だけでは支えきれません。
定年退職したが十分な経験と能力を持つ人材などとネットワークを組み、プロジェクトごとに契約しています。
これにより、50名以上のマンパワーを動員することも可能になっています。
今後は、独自開発した技術を活用した商品の販売に力を入れていきたいと考えています。
「事業の成熟度合いでいえば、研究開発と商品化で3分の2、それを商品として販売して、ようやく日の目を見られると考えています。
これからはどのように販売していくかが大きな課題です」。
エネルギー、環境に特化した高度なエンジニアリング技術に基づくコンサルティング能力と、独自技術の研究開発力はすでに証明されています。
これからは労働集約型のコンサルティング事業とともに、装置販売事業をいかに両立させていくか。
同社にとって勝負の時期が近づいています。
環境事業や対策の発想を実際の事業やプラントに昇華させていくためには、フィージビリティスタディ、プラントの研究開発・設計、製作、資材調達、建設工事、試運転などさまざまな課題をクリアしていかなければなりません。
■環境ビジネスの成長と環境対策の拡大に伴い、環境に詳しいプラントエンジニアリングの需要が高まっています。
環境関連のビジネスや対策を具体的な事業やプラントに落とし込むには、フィージビリティスタディ、プラントの研究開発・設計、製作、資材調達、建設工事、試運転など、さまざまな課題をクリアしていく必要があります。
■少数精鋭のエンジニアリング。
同社代表取締役の加治均さんは、プラント業界で日本の専業3社に数えられる千代田化工建設の出身。
そこで27年間、石油精製産業プラントの建設や各種ガス化溶融炉技術の分析・評価・商品化などに携わってきました。
こうした中で培われたノウハウをより幅広い分野で活かしたいとの思いから2000年6月に仲間のエンジニアと共にスピンアウト、約半年の準備期間を経て、エネルギー環境設計を設立しました。
「これまで手掛けてきた数十億円、数百億円の大規模案件だけでなく、より小規模な案件でのプラント導入から運営までのコンサルティング、技術商品の開発支援、設備のプロセス設計、機器の展開設計、さらには自社の独自技術商品の開発が当社の狙いです。
大手エンジニアリング会社がカバーしづらい領域で、特にエネルギー、環境分野ではノウハウを有する人材が少ないこともあり、ほとんど未開拓の状況です」と加治社長は述べています。
その狙い通り、滑り出しは上々でした。
加治さんがこのようなコンセプトの会社を設立したことを知ったエンジニアを通して、サニックスが苫小牧での事業化を検討していた廃プラ発電事業に参画を依頼されました。
サニックスでは98年から産業廃棄物系廃プラ中間処理業を全国十数箇所で展開しており、それらを有効活用するため廃プラ発電事業を発案しました。
とはいえ、プラスチック専焼発電は世界でも初めてのケースでした。
そこで、発電、廃棄物処理ともにノウハウを持つエネルギー環境設計に依頼がきたというわけです。
このケースでは、廃プラスチックの溶融燃料への加工、発電所までの輸送、そして発電の全過程にわたりオーナーズエンジニアリングの1社として参加し、フィージビリティスタディから設計、資材調達、施工管理、試運転までのプロジェクトマネジメントにおいて中心的な役割を果たしましたと自負しています。
■達成するためには、投資と要求される性能の兼ね合いが重要ですが、それには確固たる技術裏付けやノウハウが不可欠です。
フィージビリティスタディを始めとしたプロジェクトマネジメントの専門知識を持つプラントエンジニアリング会社であれば、どこでも保有しています。
当社の利点は、それに加えて熱伝達、廃棄物処理に関する技術に関するノウハウを持っていることです」と加治社長は述べています。
同発電所は2002年6月に完成し、8月から試運転を開始しています。
その後も、岩手県工業技術センターが木質バイオマスの利用を普及を目指し進めている木質ペレットストーブ開発プロジェクトに参画するなど、設立して間もないにもかかわらず、同社のエンジニアリング能力に対する需要が集まりつつあります。
クライアントのアイデアを具体的なものにする、その橋渡し役として同社の出番はまだまだ増えていくでしょう。
独自技術の研究開発はもうひとつの柱。
ただし当初より、こうしたコンサルティング事業とともに、自社による独自技術開発とその技術を活かした商品開発・販売も進めています。
「こうしたエンジニアリング系のコンサルティング事業はうまく仕上げればクライアント自身がノウハウを吸収し、同様の仕事がこないようにするという自己矛盾を抱えています。
そこで事業のもうひとつの柱として独自の技術開発も進めています」と加治社長は述べています。
同社では、大きく分けて「エネルギー」と「環境」の2つの分野で技術開発を進めています。
エネルギー分野では現在、商品化を目指しているのが小型蓄熱式バーナーユニットおよび調理用ユニットです。
蓄熱式バーナーは、欧米で1990年代に開発され、燃焼排ガスの残熱を再利用することで熱効率を向上させ、燃料消費を従来の半分以下に抑えることができます。
日本でもNEDOを中心に開発が進み、技術的には今や日本がトップランナーとなっています。
しかし、小型化の研究はほとんど行われていませんでした」と加治社長は述べています。
■そこで、同社は小型化に着手しました。
大田区からの開発助成金なども受けて、セラミックス製の蓄熱式熱交換技術や熱放射板、従来2台必要だった蓄熱バーナーの単体化などにより、小型化と低コスト化に成功しました。
汎用部品として既存の食品加工機械に組み込むことが可能で、また幅広い用途が期待されています。
すでに今年の夏には、1号機が大手食品加工機械メーカーに納入されました。
同社では、廃プラスチックの輸送に着目しました。
廃プラスチックを圧縮しながら表面を溶解する圧縮成形装置を開発しました。
価格は従来の圧縮梱包装置の約2倍ですが、圧縮率は約3倍で、梱包資材が不要な点がメリットです。
引き合いはあるものの、まだ受注には至っていませんが、期待しています。
また、鉛ガラスやクリスタルガラスから鉛成分を回収する技術も研究しています。
粉砕したガラスに添加物を加え、1500℃以下で加熱することにより鉛を気化させるものです。
2002年中には実用化に向けた研究を終了させる予定です。
この技術はすでに鉛ガラスを製品に利用しているメーカーの注目を集めています。
装置販売事業との両立が課題。
また同社では、ホームページの作成やソフトウェア開発なども手掛けています。
ソフトウェアでは、「廃プラスチック排出量データシステム」なるものを開発しました。
全国の工場や事業所などの立地、業種データをもとに、独自の推論エンジンにより、指定した地域でどれぐらいの廃プラスチックが排出されるかを計算するものです。
すでに1本販売済みです。
コンサルティング事業、独自技術の研究開発、さらにはソフトウェア開発と、同社の高い開発意欲は、少数精鋭の5名の社員だけでは支えきれません。
定年退職したが十分な経験と能力を持つ人材などとネットワークを組み、プロジェクトごとに契約しています。
これにより、50名以上のマンパワーを動員することも可能になっています。
今後は、独自開発した技術を活用した商品の販売に力を入れていきたいと考えています。
「事業の成熟度合いでいえば、研究開発と商品化で3分の2、それを商品として販売して、ようやく日の目を見られると考えています。
これからはどのように販売していくかが大きな課題です」。
エネルギー、環境に特化した高度なエンジニアリング技術に基づくコンサルティング能力と、独自技術の研究開発力はすでに証明されています。
これからは労働集約型のコンサルティング事業とともに、装置販売事業をいかに両立させていくか。
同社にとって勝負の時期が近づいています。
Sunday, February 1, 2026
Until recently, the prevailing mindset in construction was "scrap and build"—demolishing and rebuilding structures after a certain number of years. Subsequently, the concept of "rebuild" emerged, focusing on maintaining and preserving buildings longer, leading to large-scale renovations typically occurring around 10 to 15 years after completion. Initially, the primary goal of these renovations was largely economic: to reduce the frequent repair costs associated with frequent use.
Until recently, the prevailing mindset in construction was "scrap and build"—demolishing and rebuilding structures after a certain number of years. Subsequently, the concept of "rebuild" emerged, focusing on maintaining and preserving buildings longer, leading to large-scale renovations typically occurring around 10 to 15 years after completion. Initially, the primary goal of these renovations was largely economic: to reduce the frequent repair costs associated with frequent use.
However, in recent years, attention has also begun to focus on renovation work from the perspective of reducing environmental impact. This includes conserving resources through extending building lifespans and reducing construction waste that would otherwise have nowhere to go. Within this context, Yashima Kogyo Co., Ltd. has been quick to recognize renovation work as an environmental business, differentiating itself through environmentally responsive renovation projects. We spoke with President Hiroyuki Kosato.
The unique challenges of renovation work. While often grouped together as "renovation work," it encompasses a wide range of construction techniques. Starting with pre-construction surveys, it includes scaffolding erection, exterior wall repairs, structural reinforcement, roof waterproofing, finishing work, exterior wall cleaning, and more. Since its establishment in 1964, the company has operated under the corporate philosophy of "contributing to society through stock maintenance," primarily handling renovations of apartment buildings and commercial buildings.
Leveraging accumulated, proven technical expertise, it has steadily built a solid track record. Recognizing several years ago that the shift in societal focus toward environmental sustainability meant renovation work—previously seen merely as extending a building's lifespan—was now inherently environmentally conscious, the company anticipated that societal demand for such work would inevitably grow.
"Furthermore, renovation work presents unique challenges distinct from new construction. The most significant of these is the necessity to proceed with work while residents or workers maintain their daily lives. This makes safety a fundamental requirement, and environmental consideration becomes an indispensable factor under constant public scrutiny."
Indeed, in the apartment renovation projects that form the company's core business, presentations to residents by bidding contractors are common before work begins. In recent years, the company notes, "demands for proactive environmental consideration have grown louder with each passing year." There is a rising sentiment that, given the choice, residents prefer the more environmentally conscious option for the same work. Consequently, the company launched its environmentally responsive renovation services in July 1999.
The aim is to move beyond being merely a renovation contractor by further advancing environmental responsiveness within a field that inherently carries strong environmental implications. This seeks to enhance added value as an environmentally compliant service. The renovation work itself is being transformed into an environmentally responsive model. What exactly constitutes environmentally responsive renovation work? Its pillars can be broadly divided into two: 1. Reducing waste at the construction site, and 2. Reducing volatile organic compounds (VOCs) in construction methods.
First, regarding waste reduction: significant amounts of waste are generated at construction sites. Industrial waste alone, such as protective vinyl sheeting and concrete debris, amounted to 7.56 cubic meters per 10 million yen of contract value in the company's FY1998 results—equivalent to 1.26 4-ton trucks. Furthermore, sites generate not only industrial waste but also items like beverage cans and lunch boxes.
At a site employing 500 workers, the volume becomes substantial. To reduce this waste, measures include sorting and using returnable containers. They implement 10 categories of sorting. The process is thorough, even requiring each can to be crushed before disposal. "Educating the site crew was challenging at first, but once accustomed, it's implemented relatively smoothly," they note. Furthermore, they adopted returnable containers for the 18-liter paint cans used.
Previously, paint cans were difficult to clean, making reuse and recycling nearly impossible, resulting in them being disposable. Therefore, in cooperation with paint manufacturers, a returnable container system was developed. This involves placing paint inside a vinyl bag to prevent internal contamination before placing it in the can. Used cans are collected by retailers and returned to the manufacturer under a deposit system. This system is relatively uncommon in Japan.
"This initiative involves a bit of extra effort, and while it's a deposit system, costs are slightly higher than before. That said, the benefits are significant: reduced waste disposal costs and a tidy work environment free of litter." The company is also on track to achieve its FY1999 targets: a 50% reduction in volume and a 30% reduction in weight compared to FY1998.
Previously, waste disposal costs averaged about 1.2% of the company's contract value. Even a simple calculation shows this will be halved, representing a modest but significant reduction. Meanwhile, VOC reduction efforts include switching to water-based systems for paints and urethane waterproofing. While some European and American countries have legislated restrictions on VOC usage, Japan has numerous guidelines and recommendations from various organizations but no formal regulations.
However, it is considered certain that VOCs will eventually become a regulated substance in Japan. "Regardless of regulations, water-based paints are now available in a wide variety and quantity, and their price and performance are on par with solvent-based paints. So, there's no reason not to use the better option." By adding environmentally conscious services to conventional renovations, the company aims to differentiate itself from competitors. Asbestos removal is also an essential part of the company's technical capabilities.
The company removed 75 cubic meters of sprayed asbestos in fiscal year 1998. This asbestos was used as fireproof coating and soundproofing material on ceilings and walls in schools, factories, warehouses, and similar facilities. The company launched its website in October 1999, and inquiries specifically about asbestos removal work have been constant ever since. Recently, requests for asbestos removal from factories planning to obtain ISO 14001 certification have increased, and this trend is expected to continue.
Concurrently, the company is seeing a growing demand not only for removing sprayed asbestos but also for handling asbestos products like slate sheets and boards. The company's future goal is comprehensive environmentally conscious renovation work. This involves enhancing environmental functionality during renovations, such as installing distributed clean energy systems, rooftop greening, recycled water systems, and applying insulating film to energy-saving windows. The company aims to achieve this by collaborating with various firms on diverse technologies.
President Kosato is highly motivated. "Beyond simply extending building lifespans, we expect increasingly diverse customer demands for environmental considerations to emerge. Ultimately, we want to pioneer a new approach to environmentally conscious renovation work," he states. Behind these words lies a proposal for new construction projects, viewed through the lens of long-lasting, environmentally considerate renovation work. The company plans to obtain ISO 14001 certification within 2000.
However, in recent years, attention has also begun to focus on renovation work from the perspective of reducing environmental impact. This includes conserving resources through extending building lifespans and reducing construction waste that would otherwise have nowhere to go. Within this context, Yashima Kogyo Co., Ltd. has been quick to recognize renovation work as an environmental business, differentiating itself through environmentally responsive renovation projects. We spoke with President Hiroyuki Kosato.
The unique challenges of renovation work. While often grouped together as "renovation work," it encompasses a wide range of construction techniques. Starting with pre-construction surveys, it includes scaffolding erection, exterior wall repairs, structural reinforcement, roof waterproofing, finishing work, exterior wall cleaning, and more. Since its establishment in 1964, the company has operated under the corporate philosophy of "contributing to society through stock maintenance," primarily handling renovations of apartment buildings and commercial buildings.
Leveraging accumulated, proven technical expertise, it has steadily built a solid track record. Recognizing several years ago that the shift in societal focus toward environmental sustainability meant renovation work—previously seen merely as extending a building's lifespan—was now inherently environmentally conscious, the company anticipated that societal demand for such work would inevitably grow.
"Furthermore, renovation work presents unique challenges distinct from new construction. The most significant of these is the necessity to proceed with work while residents or workers maintain their daily lives. This makes safety a fundamental requirement, and environmental consideration becomes an indispensable factor under constant public scrutiny."
Indeed, in the apartment renovation projects that form the company's core business, presentations to residents by bidding contractors are common before work begins. In recent years, the company notes, "demands for proactive environmental consideration have grown louder with each passing year." There is a rising sentiment that, given the choice, residents prefer the more environmentally conscious option for the same work. Consequently, the company launched its environmentally responsive renovation services in July 1999.
The aim is to move beyond being merely a renovation contractor by further advancing environmental responsiveness within a field that inherently carries strong environmental implications. This seeks to enhance added value as an environmentally compliant service. The renovation work itself is being transformed into an environmentally responsive model. What exactly constitutes environmentally responsive renovation work? Its pillars can be broadly divided into two: 1. Reducing waste at the construction site, and 2. Reducing volatile organic compounds (VOCs) in construction methods.
First, regarding waste reduction: significant amounts of waste are generated at construction sites. Industrial waste alone, such as protective vinyl sheeting and concrete debris, amounted to 7.56 cubic meters per 10 million yen of contract value in the company's FY1998 results—equivalent to 1.26 4-ton trucks. Furthermore, sites generate not only industrial waste but also items like beverage cans and lunch boxes.
At a site employing 500 workers, the volume becomes substantial. To reduce this waste, measures include sorting and using returnable containers. They implement 10 categories of sorting. The process is thorough, even requiring each can to be crushed before disposal. "Educating the site crew was challenging at first, but once accustomed, it's implemented relatively smoothly," they note. Furthermore, they adopted returnable containers for the 18-liter paint cans used.
Previously, paint cans were difficult to clean, making reuse and recycling nearly impossible, resulting in them being disposable. Therefore, in cooperation with paint manufacturers, a returnable container system was developed. This involves placing paint inside a vinyl bag to prevent internal contamination before placing it in the can. Used cans are collected by retailers and returned to the manufacturer under a deposit system. This system is relatively uncommon in Japan.
"This initiative involves a bit of extra effort, and while it's a deposit system, costs are slightly higher than before. That said, the benefits are significant: reduced waste disposal costs and a tidy work environment free of litter." The company is also on track to achieve its FY1999 targets: a 50% reduction in volume and a 30% reduction in weight compared to FY1998.
Previously, waste disposal costs averaged about 1.2% of the company's contract value. Even a simple calculation shows this will be halved, representing a modest but significant reduction. Meanwhile, VOC reduction efforts include switching to water-based systems for paints and urethane waterproofing. While some European and American countries have legislated restrictions on VOC usage, Japan has numerous guidelines and recommendations from various organizations but no formal regulations.
However, it is considered certain that VOCs will eventually become a regulated substance in Japan. "Regardless of regulations, water-based paints are now available in a wide variety and quantity, and their price and performance are on par with solvent-based paints. So, there's no reason not to use the better option." By adding environmentally conscious services to conventional renovations, the company aims to differentiate itself from competitors. Asbestos removal is also an essential part of the company's technical capabilities.
The company removed 75 cubic meters of sprayed asbestos in fiscal year 1998. This asbestos was used as fireproof coating and soundproofing material on ceilings and walls in schools, factories, warehouses, and similar facilities. The company launched its website in October 1999, and inquiries specifically about asbestos removal work have been constant ever since. Recently, requests for asbestos removal from factories planning to obtain ISO 14001 certification have increased, and this trend is expected to continue.
Concurrently, the company is seeing a growing demand not only for removing sprayed asbestos but also for handling asbestos products like slate sheets and boards. The company's future goal is comprehensive environmentally conscious renovation work. This involves enhancing environmental functionality during renovations, such as installing distributed clean energy systems, rooftop greening, recycled water systems, and applying insulating film to energy-saving windows. The company aims to achieve this by collaborating with various firms on diverse technologies.
President Kosato is highly motivated. "Beyond simply extending building lifespans, we expect increasingly diverse customer demands for environmental considerations to emerge. Ultimately, we want to pioneer a new approach to environmentally conscious renovation work," he states. Behind these words lies a proposal for new construction projects, viewed through the lens of long-lasting, environmentally considerate renovation work. The company plans to obtain ISO 14001 certification within 2000.
しばらく前まで、建築物はある程度の年数が経ったら壊して建て直す「スクラップアンドビルド」という考えが当たり前だった。
しばらく前まで、建築物はある程度の年数が経ったら壊して建て直す「スクラップアンドビルド」という考えが当たり前だった。
その後、建物をより長く維持保全しようという「リビルド」の考えから竣工後10~15年程度で大規模改修工事が行なわれるようになる。
当初の改修工事の狙いは、頻繁に使われる修繕コストを抑えるという経済的な理由が大きな部分を占めていた。
しかしながら近年はそれに加え、建物の長寿命化による省資源、行き場のなくなる建設廃棄物の削減といった環境負荷低減の側面から、改修工事に注目が集まり始めている。
そうした中、業界内ではいち早く改修工事を環境ビジネスとして捉え、環境対応型の改修工事で差別化を図っているのがヤシマ工業株式会社だ。
小里洋行社長にお話を伺った。
新築工事とは違った難しさ。
改修工事とひとくくりにしているが、その中身は広範な工事技術から成り立っている。
工事前の調査に始まり、足場架設、外壁補修、構造補強、屋上防水、仕上げ工事、外壁洗浄などなど。
同社は1964年の設立以来、「ストックメインテナンスを通じて社会に貢献する」との企業理念で、集合住宅を主力に、商業ビルなどの改修工事を手掛けてきた。
集積された確かな技術力で、これまで堅調に実績を積み重ねている。
環境支持という社会背景の変化により、これまで建物の延命化ということで極々普通に営んできた改修工事業が、環境配慮につながる事業であり、どうしたって今後社会的な要請はさらに高まるだろうとの認識が数年前からあった。
「さらにいえば改修工事には新築工事とは違った難しさがあります。
その際たるものは、そこに住んでいる、あるいは働いている人たちがいつもどおりに生活する中で作業を進めなければならないこと
となれば安全性はもとより、衆人監視の中で環境への配慮は欠くことのできない要索になるでしょう」。
実際、同社が主力としている集合住宅の改修工事では、工事前にほとんどの場合、入札各社から住民へのプレゼンテーションがあるが、そこではここ数年、「積極的な環境配慮を求める声が年追うごとに大きくなっている」という。
同じ工事をするならばより環境配慮された方を選ぼうという機運が高まっている。
そこで同社では、99年7月から環境対応型の改修工事をスタートさせた。
そもそもから環境配慮の意味合いが強かった専業においてさらに環境対応を進めることにより、単なる改修工事からの脱却を図り、環境に準拠したサービスとしての付加価値を高めることが狙いだ。
改修工事そのものを環境対応型に転換。
環境対応型の改修工事とはいったいどんなものなのか。
その柱は大きく分けて2つ。
1．工事現場での廃棄物の削減、2．工法上の揮発性有機化合物（voe）の削減だ。
まず廃棄物の削減だが、現場からはかなりの量の廃棄物が排出される。
養生ビニールやコンクリートガラなど産業廃棄物だけでも、同社98年度実績で請負金額1000万円当たり7.56立方メートル、4トン車換算で1.26台分。
さらに現場からは産業廃棄物だけでなく、飲料缶や弁当箱なども排出される。
延べ500人の作業員が従事する現場であればその量はばかにならない。
これら廃棄物を削減するためにされているのが分別排出やリターナブル容器の利用だ。
分別は10分別を実施。
それぞれの缶はつぶしてから捨てるほどの徹底ぶり。
「現場の教育が最初は難しいですが、慣れれば割合スムーズに実施されています」という。
また塗料で利用している18リットル缶はリターナブル容器を採用した。
これまで塗料缶は汚れを落とすのに手間暇がかかるため、再利用はおろか、再資源化もほとんどされておらず、使い捨てだった。
そこで塗料メーカーとの協力で内側が汚れないようビニル袋に入れた塗料を缶に収める形のリターナブル容器を開発した。
使い終わった缶は販売店が回収し、メーカーへ納入される仕組みでデポジット制となっている。
国内であまり例を見ないシステムを構築している。
「こうした試みはちょっとした手間もかかり、デポジット制といっても従来よりは若干コストがアップする。
とはいえ、廃棄物処理コストの削減や、ごみひとつ落ちていない整然とした作業環境などプラス面は大きい」。
98年度比で容積にして50％、重量換算で30％削減の99年度目標も達成の見込み。
同社ではこれまで請負金額のうち平均して約1.2％が廃棄物処理コストだったが、これが単純計算でも半分になるわけだから、わずかではあるが一方、voeの削減は、塗料やウレタン防水などで水性化を実施している。
欧米ではvoeの使用量規制が法制化されている国もあるが、日本ではさまざまな団体から出されている指針・勧告の類は多いものの規制はされていない。
だが、いずれ日本でも規制物質のひとつになるのは確実と見られている。
「規制うんぬんは別にしても、水性塗料は種類、数ともに出揃ってきましたし、価格、性能とも有機溶剤系塗料と遜色ないレベル。
ならばよりベターな方を使わない手はないと思います」。
従来型の改修に環境配慮というサービスを付加することで、他社との差別化を図る。
同社の持つ技術では、アスベスト除去も欠かせない。
学校や工場、倉庫などの天井や壁に耐火被覆、防音材として使われている吹付アスベストの除去で、同社の98年度実績は75立方メートル。
同社では99年10月にホームページを開設したが、中でもアスベスト除去工事に関する問い合わせは後を絶たないという。
最近ではISO14001取得を予定する工場からのアスベスト除去工事の依頼も増えており、今後も増加が予想される。
併せて、これまでの吹付アスベストだけでなく、スレート板、ボード類などアスベスト製品除去への対応も増加傾向にある。
今後、同社が目指しているのは総合環境配慮型改修工事。
これは改修工事と同時に、分散型クリーンエネルギー、屋上緑化、中水道、省エネ窓ガラスへの断熱フィルム施工など、環境側面の機能を高めようというもの。
さまざまな技術など各社と連携し、ぜひ実現させたいことだ。
小里社長は意気軒昂。
「長寿命化はもちろん、もっと多様な環境配慮の顧客ニーズがこれからは生まれるはず。
いずれにしても環境に配慮した新しい改修工事のあり方を拓いていきたいですね」という小里社長の言葉の奥には、長寿命化、環境配慮の改修工事の視点から新築施工に対しての提案もある。
2000年内にはISO14001認証取得予定。
その後、建物をより長く維持保全しようという「リビルド」の考えから竣工後10~15年程度で大規模改修工事が行なわれるようになる。
当初の改修工事の狙いは、頻繁に使われる修繕コストを抑えるという経済的な理由が大きな部分を占めていた。
しかしながら近年はそれに加え、建物の長寿命化による省資源、行き場のなくなる建設廃棄物の削減といった環境負荷低減の側面から、改修工事に注目が集まり始めている。
そうした中、業界内ではいち早く改修工事を環境ビジネスとして捉え、環境対応型の改修工事で差別化を図っているのがヤシマ工業株式会社だ。
小里洋行社長にお話を伺った。
新築工事とは違った難しさ。
改修工事とひとくくりにしているが、その中身は広範な工事技術から成り立っている。
工事前の調査に始まり、足場架設、外壁補修、構造補強、屋上防水、仕上げ工事、外壁洗浄などなど。
同社は1964年の設立以来、「ストックメインテナンスを通じて社会に貢献する」との企業理念で、集合住宅を主力に、商業ビルなどの改修工事を手掛けてきた。
集積された確かな技術力で、これまで堅調に実績を積み重ねている。
環境支持という社会背景の変化により、これまで建物の延命化ということで極々普通に営んできた改修工事業が、環境配慮につながる事業であり、どうしたって今後社会的な要請はさらに高まるだろうとの認識が数年前からあった。
「さらにいえば改修工事には新築工事とは違った難しさがあります。
その際たるものは、そこに住んでいる、あるいは働いている人たちがいつもどおりに生活する中で作業を進めなければならないこと
となれば安全性はもとより、衆人監視の中で環境への配慮は欠くことのできない要索になるでしょう」。
実際、同社が主力としている集合住宅の改修工事では、工事前にほとんどの場合、入札各社から住民へのプレゼンテーションがあるが、そこではここ数年、「積極的な環境配慮を求める声が年追うごとに大きくなっている」という。
同じ工事をするならばより環境配慮された方を選ぼうという機運が高まっている。
そこで同社では、99年7月から環境対応型の改修工事をスタートさせた。
そもそもから環境配慮の意味合いが強かった専業においてさらに環境対応を進めることにより、単なる改修工事からの脱却を図り、環境に準拠したサービスとしての付加価値を高めることが狙いだ。
改修工事そのものを環境対応型に転換。
環境対応型の改修工事とはいったいどんなものなのか。
その柱は大きく分けて2つ。
1．工事現場での廃棄物の削減、2．工法上の揮発性有機化合物（voe）の削減だ。
まず廃棄物の削減だが、現場からはかなりの量の廃棄物が排出される。
養生ビニールやコンクリートガラなど産業廃棄物だけでも、同社98年度実績で請負金額1000万円当たり7.56立方メートル、4トン車換算で1.26台分。
さらに現場からは産業廃棄物だけでなく、飲料缶や弁当箱なども排出される。
延べ500人の作業員が従事する現場であればその量はばかにならない。
これら廃棄物を削減するためにされているのが分別排出やリターナブル容器の利用だ。
分別は10分別を実施。
それぞれの缶はつぶしてから捨てるほどの徹底ぶり。
「現場の教育が最初は難しいですが、慣れれば割合スムーズに実施されています」という。
また塗料で利用している18リットル缶はリターナブル容器を採用した。
これまで塗料缶は汚れを落とすのに手間暇がかかるため、再利用はおろか、再資源化もほとんどされておらず、使い捨てだった。
そこで塗料メーカーとの協力で内側が汚れないようビニル袋に入れた塗料を缶に収める形のリターナブル容器を開発した。
使い終わった缶は販売店が回収し、メーカーへ納入される仕組みでデポジット制となっている。
国内であまり例を見ないシステムを構築している。
「こうした試みはちょっとした手間もかかり、デポジット制といっても従来よりは若干コストがアップする。
とはいえ、廃棄物処理コストの削減や、ごみひとつ落ちていない整然とした作業環境などプラス面は大きい」。
98年度比で容積にして50％、重量換算で30％削減の99年度目標も達成の見込み。
同社ではこれまで請負金額のうち平均して約1.2％が廃棄物処理コストだったが、これが単純計算でも半分になるわけだから、わずかではあるが一方、voeの削減は、塗料やウレタン防水などで水性化を実施している。
欧米ではvoeの使用量規制が法制化されている国もあるが、日本ではさまざまな団体から出されている指針・勧告の類は多いものの規制はされていない。
だが、いずれ日本でも規制物質のひとつになるのは確実と見られている。
「規制うんぬんは別にしても、水性塗料は種類、数ともに出揃ってきましたし、価格、性能とも有機溶剤系塗料と遜色ないレベル。
ならばよりベターな方を使わない手はないと思います」。
従来型の改修に環境配慮というサービスを付加することで、他社との差別化を図る。
同社の持つ技術では、アスベスト除去も欠かせない。
学校や工場、倉庫などの天井や壁に耐火被覆、防音材として使われている吹付アスベストの除去で、同社の98年度実績は75立方メートル。
同社では99年10月にホームページを開設したが、中でもアスベスト除去工事に関する問い合わせは後を絶たないという。
最近ではISO14001取得を予定する工場からのアスベスト除去工事の依頼も増えており、今後も増加が予想される。
併せて、これまでの吹付アスベストだけでなく、スレート板、ボード類などアスベスト製品除去への対応も増加傾向にある。
今後、同社が目指しているのは総合環境配慮型改修工事。
これは改修工事と同時に、分散型クリーンエネルギー、屋上緑化、中水道、省エネ窓ガラスへの断熱フィルム施工など、環境側面の機能を高めようというもの。
さまざまな技術など各社と連携し、ぜひ実現させたいことだ。
小里社長は意気軒昂。
「長寿命化はもちろん、もっと多様な環境配慮の顧客ニーズがこれからは生まれるはず。
いずれにしても環境に配慮した新しい改修工事のあり方を拓いていきたいですね」という小里社長の言葉の奥には、長寿命化、環境配慮の改修工事の視点から新築施工に対しての提案もある。
2000年内にはISO14001認証取得予定。
207-Biomass Power Generation Initiative in Hita City, Oita Prefecture-short-2011-12-Environmental News In Hita City, Oita Prefecture, biomass power generation utilizing methane gas generated at a sewage treatment facility has been operational since April 2012. This facility, installed at the city's purification center, has an output of 95 kilowatts and an annual power generation capacity of 810,000 kilowatt-hours, covering approximately 27% of the center's electricity demand. Hita City's initiative represents the first introduction of biomass power generation in the prefecture and is drawing attention as a model case aiming to conserve the environment and revitalize the local economy by utilizing regional resources.
207-Biomass Power Generation Initiative in Hita City, Oita Prefecture-short-2011-12-Environmental News In Hita City, Oita Prefecture, biomass power generation utilizing methane gas generated at a sewage treatment facility has been operational since April 2012. This facility, installed at the city's purification center, has an output of 95 kilowatts and an annual power generation capacity of 810,000 kilowatt-hours, covering approximately 27% of the center's electricity demand. Hita City's initiative represents the first introduction of biomass power generation in the prefecture and is drawing attention as a model case aiming to conserve the environment and revitalize the local economy by utilizing regional resources.
207-大分県日田市におけるバイオマス発電の取り組み-short-2011-12-環境ニュース
207-大分県日田市におけるバイオマス発電の取り組み-short-2011-12-環境ニュース
大分県日田市では、下水処理施設で発生するメタンガスを利用したバイオマス発電が2012年4月から稼働しています。この設備は市内浄化センターに設置され、出力95キロワット、年間発電量は81万キロワット時で、同センターの電力需要の約27%を賄います。日田市のこの取り組みは、県内初のバイオマス発電導入事例であり、地域資源を活用した環境保全と地域経済の活性化を目指すモデルケースとして注目されています。
大分県日田市では、下水処理施設で発生するメタンガスを利用したバイオマス発電が2012年4月から稼働しています。この設備は市内浄化センターに設置され、出力95キロワット、年間発電量は81万キロワット時で、同センターの電力需要の約27%を賄います。日田市のこの取り組みは、県内初のバイオマス発電導入事例であり、地域資源を活用した環境保全と地域経済の活性化を目指すモデルケースとして注目されています。
Russia's Ocean Dumping of Radioactive Waste - October 1996 Since the Soviet era, Russia has dumped approximately 17,000 containers of radioactive waste into the Barents Sea and Kara Sea, with a total radioactivity exceeding 2.5 million curies (Ci). This includes waste from the decommissioning of the nuclear submarine K-27 and from nuclear fuel reprocessing facilities, raising concerns about long-term impacts on the ecosystem. Although the London Convention of 1993 banned the ocean dumping of radioactive waste, by 1994, an additional 11 reactors had been dumped at sea, some containing spent nuclear fuel.
Russia's Ocean Dumping of Radioactive Waste - October 1996 Since the Soviet era, Russia has dumped approximately 17,000 containers of radioactive waste into the Barents Sea and Kara Sea, with a total radioactivity exceeding 2.5 million curies (Ci). This includes waste from the decommissioning of the nuclear submarine K-27 and from nuclear fuel reprocessing facilities, raising concerns about long-term impacts on the ecosystem. Although the London Convention of 1993 banned the ocean dumping of radioactive waste, by 1994, an additional 11 reactors had been dumped at sea, some containing spent nuclear fuel.
The Russian government announced plans to establish onshore processing facilities with an annual budget of 100 million rubles (approximately 200 million yen), but progress was delayed due to the economic crisis. The European Bank for Reconstruction and Development (EBRD) and the Norwegian government launched the Arctic Radioactive Waste Removal Project, providing international support. This issue poses a significant challenge for environmental protection across the entire Arctic region, with serious implications for fishery resources and marine ecosystems.
The Russian government announced plans to establish onshore processing facilities with an annual budget of 100 million rubles (approximately 200 million yen), but progress was delayed due to the economic crisis. The European Bank for Reconstruction and Development (EBRD) and the Norwegian government launched the Arctic Radioactive Waste Removal Project, providing international support. This issue poses a significant challenge for environmental protection across the entire Arctic region, with serious implications for fishery resources and marine ecosystems.
ロシアによる放射性廃棄物の海洋投棄 - 1996年10月
ロシアによる放射性廃棄物の海洋投棄 - 1996年10月
ロシアは旧ソ連時代から、バレンツ海やカラ海に約17000個の放射性廃棄物コンテナを投棄し、その総放射能量は2.5百万キュリー（Ci）を超えます。これには、原子力潜水艦「K-27」の廃炉や核燃料再処理施設からの廃棄物も含まれ、生態系への長期的影響が懸念されています。1993年のロンドン条約で放射性廃棄物の海洋投棄は禁止されましたが、1994年までにさらに11基の原子炉が海に捨てられ、一部には使用済み核燃料が残されていました。
ロシア政府は、年間1億ルーブル（約2億円）の予算で陸上処理施設を整備すると発表しましたが、経済危機の影響で進展は遅れました。欧州復興開発銀行（EBRD）やノルウェー政府は「北極圏放射性廃棄物除去計画」を開始し、国際的な支援を行っています。この問題は、漁業資源や海洋生態系に深刻な影響を及ぼし、北極圏全体の環境保護において大きな課題となっています。
ロシアは旧ソ連時代から、バレンツ海やカラ海に約17000個の放射性廃棄物コンテナを投棄し、その総放射能量は2.5百万キュリー（Ci）を超えます。これには、原子力潜水艦「K-27」の廃炉や核燃料再処理施設からの廃棄物も含まれ、生態系への長期的影響が懸念されています。1993年のロンドン条約で放射性廃棄物の海洋投棄は禁止されましたが、1994年までにさらに11基の原子炉が海に捨てられ、一部には使用済み核燃料が残されていました。
ロシア政府は、年間1億ルーブル（約2億円）の予算で陸上処理施設を整備すると発表しましたが、経済危機の影響で進展は遅れました。欧州復興開発銀行（EBRD）やノルウェー政府は「北極圏放射性廃棄物除去計画」を開始し、国際的な支援を行っています。この問題は、漁業資源や海洋生態系に深刻な影響を及ぼし、北極圏全体の環境保護において大きな課題となっています。
Saturday, January 31, 2026
The History of Illegal Dumping of Medical Waste (Japan) - October 1994 #### 1990s In the early 1990s, Japan faced inadequate management of medical waste, particularly contaminated medical materials with blood, needles, and bodily fluids, which were illegally dumped. Notable cases were reported in areas like the **Tama region of Tokyo** and **mountainous areas in Osaka Prefecture**, where medical waste was discarded in mountains and rivers, raising concerns about environmental pollution and public health. By the mid-1990s, over **100 cases of illegal dumping** were confirmed annually across Japan, driven by unscrupulous companies attempting to avoid the high cost of proper medical waste disposal.
The History of Illegal Dumping of Medical Waste (Japan) - October 1994 #### 1990s In the early 1990s, Japan faced inadequate management of medical waste, particularly contaminated medical materials with blood, needles, and bodily fluids, which were illegally dumped. Notable cases were reported in areas like the **Tama region of Tokyo** and **mountainous areas in Osaka Prefecture**, where medical waste was discarded in mountains and rivers, raising concerns about environmental pollution and public health. By the mid-1990s, over **100 cases of illegal dumping** were confirmed annually across Japan, driven by unscrupulous companies attempting to avoid the high cost of proper medical waste disposal.
In response, the Ministry of Health and Welfare issued the **Infectious Waste Management Guidelines** in 1989, instructing medical institutions to properly dispose of infectious waste. These guidelines recommended **incineration** and **high-temperature disinfection** for waste treatment, while increasing oversight of waste disposal companies. However, illegal activities continued, with some companies still engaging in improper waste disposal practices. In the late 1990s, **Osaka Prefecture (Sakai City)** and **Yokosuka City in Kanagawa Prefecture** saw large quantities of medical waste illegally buried by disposal companies, creating significant social issues.
#### 2000s In the 2000s, the management of medical waste saw significant advancements. Notably, a **barcode tracking system** was introduced, allowing the tracking of medical waste from its generation to its final disposal. This system was first implemented in major metropolitan areas like **Tokyo** and **Kanagawa Prefecture**, where the entire waste treatment process was thoroughly monitored. As a result, reports indicated that by **2005**, incidents of illegal dumping had decreased by **approximately 60%**. On the technical side, **Nippon Steel & Sumitomo Metal** (now Nippon Steel) developed a medical waste treatment technology that gained significant attention. This technique used the high-temperature furnaces at steel mills to **melt medical waste at over 1200 degrees Celsius**, fully neutralizing it. This method was adopted at large medical waste treatment facilities in **Kitakyushu City** and **Kawasaki City**, enabling efficient and safe waste treatment. This technolog
ical innovation significantly reduced the cost of medical waste disposal, promoting more widespread and appropriate waste management practices.
#### 2010s By the 2010s, environmental awareness had grown, and both medical waste management technology and legal frameworks were further strengthened. In particular, the **2011 Great East Japan Earthquake** brought renewed focus to the proper handling of medical waste during disasters. In affected areas, managing medical waste became a significant challenge, with a shortage of temporary waste treatment facilities. **Fukushima Prefecture** and **Miyagi Prefecture** established temporary storage facilities for medical waste, creating systems for swift recycling and neutralization. Technologically, significant progress was made. For example, **waste incineration technology using renewable energy** gained prominence, and waste treatment facilities in **Yokohama** and **Nagoya** adopted solar-powered incinerators. This technology significantly reduced emissions of **PM2.5** and **dioxins**, achieving reductions of **over 70%**. These facilities also applied the technology to gen
eral waste management, serving as model cases for reducing environmental impact in entire regions. #### 2020s
In the 2020s, the COVID-19 pandemic brought renewed attention to medical waste. Large amounts of infectious waste, including **disposable masks**, **protective clothing**, and **gloves**, were generated, creating new challenges for waste management. In major metropolitan areas like **Tokyo** and **Osaka**, tens of tons of medical waste were produced daily, pushing the limits of disposal capacity.
To address this issue, AI technology and **drones** were introduced to monitor waste management. **Kobe** and **Sapporo** implemented drone surveillance, reducing the risk of illegal dumping. Additionally, recycling technology for disposable masks and protective clothing was developed. In **Kobe**, experimental plants were set up to recycle such waste, with future improvements in recycling rates anticipated.
While technological advancements and strengthened regulations have led to improvements in medical waste management by the 2020s, the management of waste during infectious disease outbreaks like COVID-19 remains a challenge, requiring further technological development and regulatory measures.
In response, the Ministry of Health and Welfare issued the **Infectious Waste Management Guidelines** in 1989, instructing medical institutions to properly dispose of infectious waste. These guidelines recommended **incineration** and **high-temperature disinfection** for waste treatment, while increasing oversight of waste disposal companies. However, illegal activities continued, with some companies still engaging in improper waste disposal practices. In the late 1990s, **Osaka Prefecture (Sakai City)** and **Yokosuka City in Kanagawa Prefecture** saw large quantities of medical waste illegally buried by disposal companies, creating significant social issues.
#### 2000s In the 2000s, the management of medical waste saw significant advancements. Notably, a **barcode tracking system** was introduced, allowing the tracking of medical waste from its generation to its final disposal. This system was first implemented in major metropolitan areas like **Tokyo** and **Kanagawa Prefecture**, where the entire waste treatment process was thoroughly monitored. As a result, reports indicated that by **2005**, incidents of illegal dumping had decreased by **approximately 60%**. On the technical side, **Nippon Steel & Sumitomo Metal** (now Nippon Steel) developed a medical waste treatment technology that gained significant attention. This technique used the high-temperature furnaces at steel mills to **melt medical waste at over 1200 degrees Celsius**, fully neutralizing it. This method was adopted at large medical waste treatment facilities in **Kitakyushu City** and **Kawasaki City**, enabling efficient and safe waste treatment. This technolog
ical innovation significantly reduced the cost of medical waste disposal, promoting more widespread and appropriate waste management practices.
#### 2010s By the 2010s, environmental awareness had grown, and both medical waste management technology and legal frameworks were further strengthened. In particular, the **2011 Great East Japan Earthquake** brought renewed focus to the proper handling of medical waste during disasters. In affected areas, managing medical waste became a significant challenge, with a shortage of temporary waste treatment facilities. **Fukushima Prefecture** and **Miyagi Prefecture** established temporary storage facilities for medical waste, creating systems for swift recycling and neutralization. Technologically, significant progress was made. For example, **waste incineration technology using renewable energy** gained prominence, and waste treatment facilities in **Yokohama** and **Nagoya** adopted solar-powered incinerators. This technology significantly reduced emissions of **PM2.5** and **dioxins**, achieving reductions of **over 70%**. These facilities also applied the technology to gen
eral waste management, serving as model cases for reducing environmental impact in entire regions. #### 2020s
In the 2020s, the COVID-19 pandemic brought renewed attention to medical waste. Large amounts of infectious waste, including **disposable masks**, **protective clothing**, and **gloves**, were generated, creating new challenges for waste management. In major metropolitan areas like **Tokyo** and **Osaka**, tens of tons of medical waste were produced daily, pushing the limits of disposal capacity.
To address this issue, AI technology and **drones** were introduced to monitor waste management. **Kobe** and **Sapporo** implemented drone surveillance, reducing the risk of illegal dumping. Additionally, recycling technology for disposable masks and protective clothing was developed. In **Kobe**, experimental plants were set up to recycle such waste, with future improvements in recycling rates anticipated.
While technological advancements and strengthened regulations have led to improvements in medical waste management by the 2020s, the management of waste during infectious disease outbreaks like COVID-19 remains a challenge, requiring further technological development and regulatory measures.
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