End-of-Life Tires

A framework for effective
management systems

Managing End-of-Life Tires
The member companies of the Tire Industry Project understand the importance of working together onsustainability topics, which impact our businesses, our societies and our environment.
In this spirit of collaboration, we have focused on understanding end-of-life tire (ELT)
management practices around the world.
We support all efforts to effectively manage the annual generation of ELTs.
We understand that both the impact and the value of our products do not end when the tire’s use for its
intended purpose, on a vehicle, is over. Even when a tire can no longer be used on a vehicle, it still has
value as an energy source or as a secondary raw material.
Therefore ELTs are a valuable resource as part of a closed loop, sustainable world.
We commit to sharing our experiences and our understanding with our trade associations, within our
industry, and with local and national governments.
We hope to support the advancement of ELT management globally, in deference to local cultures.
We invite all stakeholders to join our dialogue.
(June 2010)
TIP members

The Tire Industry Project is a voluntary industry initiative bringing together eleven leading tirecompanies to collaborate on sustainability issues related to the environment, societies and industry. The
Project operates under the umbrella of the World Business Council for Sustainable Development(WBCSD), and is chaired by Bridgestone (Japan), Goodyear (USA) and Michelin (France).
The Tire Industy Project members would like to thank the European Tyre and Rubber Manufacturers’
Association (ETRMA), the Japanese Automobile Tyre Manufacturers Association (JATMA), and the
Rubber Manufacturers’ Association (RMA) in the USA for direct input into the development of thismanual, and other tire associations around the world for their provision of data and support in thisprocess.

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End-of-Life Tires: A Framework for Effective Management Systems
Prepared by the WBCSD Tire Industry ProjectContents
1. Introduction and Document Scope
2. Definitions
3. Background on End-of-Life Tire Management
End-of-Life Tire Flow in Effective Management System
4. Functional Requirements for Effective Management
5. Legislative Requirements for Effective Management
6. Stockpile Abatement
7. Developing End-Use Markets for ELTs
8. Financing Management
9. Implementing Management Systems

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Appendix
1. References and Resources
2. Management Systems: Existing Models
3. Management Systems: Case Studies

Appendix Page 1
Appendix Page 3
Appendix Page 4

1. Introduction and Document Scope
The question of what should happen to a tire after it has reached the end of its useful life on a vehicle isincreasingly being asked by our customers, government representatives, regulators and theenvironmental community. In response, in July 2008, some World Business Council for Sustainable
Development’s (WBCSD) Tire Industry Project (TIP) members formed a working group to investigate thestate of end-of-life tire (ELT) management in different parts of the world, and to better understanddifferent stakeholders’ roles in the management process.
This manual aims to provide the industry with valuable information based on some of its experience in
ELT management from around the world. It is hoped that it will support local management who are
considering or responding to the establishment of an ELT management system in their country, or inplaces where existing systems are being modified. It should be viewed as a working document, to befurther developed as more lessons are learned from ELT management. Anyone implementing an ELT
management system must do so clearly understanding the local market, legislative framework, culture,etc. This document is not intended to provide specific country detail. The TIP welcomes additional input
to the document from others working on this issue (please e-mail: tires@wbcsd.org).

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2. Definitions
ELT (end-of-life tire)a tire that can no longer be used for its original purpose; all tires
including passenger car, truck, airplane, agricultural, 2-wheel & off-roadtires result in ELTs; however, most ELTs result from car and truck tires

ELT-derived products

reclaimed rubber, shredded tires, ground and powdered rubber, char,oil, steel cord, textiles, etc.

UT (used tire)
annual generation of UTs

retreadable tires + second hand tires + exportable tires + ELTs
annual sales of replacement tires (including those to be used for
retread, reuse or export) plus input of UTs from ELVs

annual generation of ELTs

annual sales of replacement tires (excluding those to be used for
retread, reuse or export) plus input of ELTs from ELVs

ELT management

process beginning at point when a Used Tire is designated as an ELT up
to its supply to an ELT recycling or recovery company

ELT operators

entities needing a permit to operate within the ELT management systemthat collect, sort, transport or process used tires or ELTs

monofill

landfill used for one single material or productprocessing company

oversees activities to produce an ELT-derived product (e.g., secondary
raw material like shredded or ground rubber, or alternative energy
source e.g., for cement kilns)

recovery company

companies using ELTs for energy generation (e.g., in cement kilns)

recovery routes

reuse, retread, export, energy recovery (tire derived fuel), material
recycling (e.g., civil engineering projects, ground rubber applications)

recycling company

companies using the secondary raw material derived from ELT
processing for their product sold on the market (turf, steel plants,
thermoplastics, etc.)

R&D projects

projects to develop ELT-derived products for new, more valuableapplications as secondary raw materials; stakeholders: recycling andrecovery companies, processing companies, tire industry, laboratories,
universities, administrative bodies

tire provider

individual or organization that manufactures, imports or acquires tires
that are placed on the market for sale in a given country

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3. Background on ELT Management
An estimated one billion tires worldwide (about 17 million tonnes) reach the end of their useful lives
every year. This number has been growing steadily and this trend is expected to continue in the future.
Various regional efforts by governmental authorities, the tire industry, and individual manufacturers areunderway to manage ELTs and good progress is being made, although in many areas there is still muchto be done.
When an ELT is taken off a vehicle, several markets exist to manage them, the most common including:• Energy generation: tire-derived fuel• Material recycling:a. e.g., civil engineering uses in which tires are shredded, cut or used wholeb. e.g., ground rubber for rubber-modified asphalt, recreational surfaces including
playground, synthetic field turf and athletic track applications, flooring, molded new
rubber products.
ELTs that do not enter an end-use market typically follow one of two paths:• Legally landfilled, in jurisdictions that allow landfilling of ELTs
• Dumped illegally into a stockpile or by the roadside
Uncontrolled landfilling is not desirable because of health (e.g., potential malaria threat due to mosquito
nesting) and environmental (e.g., fire risk) impacts. Furthermore, landfilling leads to the loss of a
resource that could be used beneficially elsewhere. The challenge and opportunity for all stakeholders
in a given region where landfilling is still an option, including tire manufacturers, is to create an ELT
system where ELTs are considered as a resource entering useful end-use markets.
In order to create this kind of system, a legal framework must address the collection, transport andstorage of ELTs. The situation regarding historical ELT stockpiles must also be fully assessed, andaddressed with local/national governments. Equally important to the success of an ELT system is thedevelopment of environmentally sound, economically viable, and self-sustaining end-use markets.
Various ELT management systems exist in different countries around the world. They have developed
according to local cultural, political and industrial contexts. In many cases, ELT management is
continually evolving, and existing systems have been adapted over time as learning about ELT
management has increased. This document aims to bring together that learning.
Objectives for the industry to engage in ELT management- To ensure the industry fulfills its social and environmental responsibilities- To ensure ELTs are recognized as a potentially valuable secondary resource, in a global context
of increasing resource scarcity and raw material costs- To proactively manage threats to the industry of non-action (cost and image threats)- To promote the goal of 100% recovery rate, to treat ELTs generated annually and to treat
existing stockpiles
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Specific goals:- To decrease the cost of the ELT chain by developing new markets- To ensure ELT management is in line with legislative and environmental obligations in the
countries in which this industry operates- To develop new recovery routes by supporting R&D programs- To participate in the process of creating or improving legislation regarding ELTs, in order tosecure sustainable and economic treatment of ELTs

CHALLENGE: Quantifying the value of ELTs as a secondary resource (alternative fuel)Life cycle analysis (LCA) (e.g., State of California, cement industry studies) can show the calorific value of
ELTs, and their value as an alternative fuel to other industries. Results/benefits should be clearly and fullycommunicated to all stakeholders at the start of an ELT management system. The promotion of ELTs as tirederived fuel (TDF), relative to greenhouse gas legislation, can lead to emissions credits. ELTs are an energy
source that can replace other fossil fuels and help conserve natural resources. A portion of ELTs comes fromrenewable sources (natural rubber) and may result in reduced greenhouse gases compared to fossil fuels.

CHALLENGE: Seeing ELTs recognized as a valuable resource
Policy-makers can instigate official definitions for ELTs, which impact their recovery routes and theopportunities to create beneficial end-use markets. For example, in 2008 the European Commission
addressed the need to develop criteria to consider ELT-derived products as a resource and no longer asa waste. This discussion is expected to last several years.

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To note: this flow diagram depicts one potential version of an ELT management system. Multiple options exist which vary in detailfrom the diagram above4. Functional Requirements for Effective ELT Management
Regardless of the type of system in place, ELT management systems must accomplish the following
functions on a sustainable basis, shown here at the different stages of ELT management.
STEP 1: Manage used-tire disposal

The process
Tire user disposes of UTs at authorized collection point, which may be a tire dealer or a designatedcollection point.
At the start of the system, payment is required at this stage to fund the process. In both cases, the UT
owner is charged a disposal fee, which appears as a line item on their new tire invoice. Generally thebuyer pays the fee when purchasing the new tire. Fees/receipts to the collection point are based onmarket value or cost of ELT processing. The collection point is responsible for appropriate handling.
The UT, when it can no longer be used for its intended purpose, is designated as an ELT, andtransferred/sold/bought by an authorized agent for beneficial use (i.e., not for landfill or dumping).
Legislation should ensure that:- ELTs can only be disposed of through authorized/certified tire disposal routes or withauthorized/certified collectors or dealers.
- It is illegal to landfill or monofill UTs in any form (including ELTs).
- Any storage of UTs and ELTs at collection point is regulated.

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World Business Council for Sustainable Development (WBCSD)STEP 2: Collect and sort UTs, and transport ELTs to ELT sorter/processor

The process
UTs are transported from the collection point and sorted into UTs or ELTs (according to standards toensure the safe handling of the product). The companies are paid by the dealer/collection point (if freemarket model is in operation) to transport ELTs to the ELT sorter, processor or third party.1 A regulated
storage/sorting facility is needed. UTs are transported for retread or regroove.
Legislation should govern the operation of transporters, sorters and storage facilities, and require them
to be authorized / certified. Landfilling or monofilling UTs in any form (including ELTs) should also bemade illegal.
STEP 3: Sort and process ELTs

The process
ELTs are sorted for processing. Processing companies shred and/or grind tires, i.e., they process ELTs foralternative energy for use by recovery companies, or they process ELTs as a secondary raw material foruse by recycling companies. Processing companies are either paid by or charged by (increasingly) thecollector or third party, depending on local market conditions and legislation. The companies overseeing
this stage are generally small or belong to an industrial group.
Legislation should ensure that landfilling and monofilling are regarded as the least favored options.
Authorization for processing companies to operate should be based on strict regulations related tostorage, fire safety, financial soundness and sustainability, etc.

1

“Third party” could be an ELT management company mandated to oversee ELT management by the manufacturers (ifproducer responsibility model is in operation) or the administration (if tax model is in operation).

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World Business Council for Sustainable Development (WBCSD)STEP 4: Recover or recycle ELTs

Energy generation companies: cement kiln or other energy use. This use is based on calorific properties
and must respect local environmental regulations. They generally belong to an industrial group.
Recycling companies: material use, for example, asphalt, turf, steel plants, thermoplastics, or otherproducts derived from processed ELTs (e.g., ground or powdered rubber) used as secondary raw
materials. These are generally small companies that can belong to industrial groups.
The process
ELTs (whole or shredded) are either paid for or charged for (increasingly) by the recovery or recycling
companies or third party2, depending on local market conditions and legislation.
Legislation should recognize ELT-derived products as alternative energy sources or secondary raw
materials with respect to certain criteria identified by that country’s/region's regulation. The
introduction of standards for ELT-derived products is key for their recognition as alternative energy
sources or secondary raw materials and for their payment as such. Legislation must address the need to
avoid landfilling and monofilling.

2“Third party” could be an ELT management company mandated to oversee ELT management by the manufacturers (ifproducer responsibility model is in operation) or the administration (if tax model is in operation).

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Research and development (R&D) and accountability

Research and development (R&D)
It is beneficial if processing, recovery and recycling companies participate in R&D projects to develop
new applications for ELT-derived products, in association with the tire industry, laboratories,
universities, administration.
Accountability throughout the whole system
In principle, throughout all steps, each actor must operate in a way that ensures a reliable andtransparent supply chain, with appropriate traceability systems in place. At every stage of the process,from the time the ELTs is collected to its final end market, a manifest system must be in place todocument the tire’s disposal route (including tire characterization (type of tire, etc.), date collected andleft by tonnes or units, details of end recipient, etc.). ELTs are effectively managed on the basis ofweight, which should be stipulated by law. When the traceability system is based on item weight, andwhen this is thoroughly implemented at every step of ELT management, the deviation of ELTs from theauthorized management system into illegal landfilling or dumping is prevented. This is basically a paper
trail to ensure that all regulations are followed and the tire is treated appropriately at every stage of ELT
management. This data should be shared in a transparent way with the third party3. Details of different
manifest systems are outlined in the appendix.
At the stages of ELT transportation, sorting and end market use, periodical verification is necessary toensure adequate safety and environmental standards are met in the following areas:- Record keeping- Financial standing (i.e., solvency)- Financial security (insurance and bonding)- Audit scores

3“Third party” could be an ELT management company mandated to oversee ELT management by the manufacturers (ifproducer responsibility model is in operation) or the administration (if tax model is in operation).

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5. Legislative Requirements for Effective ELT Management
Legislation of ELTs will develop to respond to perceived needs. The tire industry must participate in thedesign of public policies regarding ELTs, and share its knowledge on ELT management experiences fromaround the world. Stakeholders must be properly informed of all issues surrounding ELT management,
and prepared to guide each other to effective and sustainable management systems, whatever thepolitical and cultural context.
Different regions of the world have adopted different types of ELT management systems to suit the local
context and to incorporate cultural and political norms. However, all legislation that relates to successful
ELT management systems has the same key components:
Legislative topic
Desired content of legislation
To promote an ELT management program, legislation must clarify the responsibilities and obligations of
all stakeholders
ELT status
State that ELTs are non-hazardous waste
Responsibilities
The responsibilities of each stakeholder must be clear and agreed by all
throughout the design and implementation of an ELT management system
Disposal of ELTs
Ban illegal dumping/fly-tipping or uncontrolled landfilling
Cost transparency
Separate line item on new tire invoice showing tire disposal fee
Transport of ELTs
All transporters must obtain a permit or license (permit includes
background check against criminal activities, posting performance bondused to clean up any unlawfully dumped ELTs)
StorageComply with specific environmental and safety guidelines (e.g., length oftime of storage, volume and configuration of storage)
ELT-derived productState that ELT-derived products are secondary raw materials or alternative
statusenergy (criteria to be defined)
ELT-derived product use Promote use of ELT-derived products in public contracts
Reporting e.g., manifest
A reliable reporting system has to be set up to secure a sound flow from thesystemdealer to the recovery or recycling company. Every time the ELT changes
hands, requirements for reporting (transparent system, volume/weight,
regular reporting, auditing procedure) must be met
Enforcement
Set the right enforcement procedures to make sure the legislation isrespected
Around the world, varied ELT management systems have developed according to local cultural, politicaland industrial contexts. In the appendix you will find:- References for further, detailed resources- A description of the responsibilities under 3 specific models: “Producer Responsibility”, “Free Market”
and “Tax” models- Case studies highlighting ELT management from around the world

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World Business Council for Sustainable Development (WBCSD)CHALLENGE: Regulatory changes
Building good relationships with policy-makers will help provide an insight into potential policy changes,
but the policy framework around ELTs should still be continually monitored (stockpiles, ELT
management, co-processing, recycling, landfilling). Where possible, industry should aim to engage with
policy-makers on new developments.
Where ELT management systems have been set up in the past with a capped budget or under one
legislative system, changes could result in sudden stopping of ELT management. This should be
anticipated where possible, and new systems put in place when older ones finish.

6. Stockpile abatement
CHALLENGE: Treatment of existing, legacy stockpiles
Legacy stockpiles should be treated in parallel to annual generation of ELTs, within an ELT management
system, and markets should be created for stockpiles. Stakeholder communication is key to gain trustand credibility on this.

STEP ONE: Stop the creation of new stockpiles
See section 5 on legislative requirements. The first step is to set up an ELT system to treat the annual
generation of ELTs and to stop the increase of stockpiles. It may take several years to create theconditions to arrive at this point for companies/countries starting from zero. It is necessary that this goalis addressed gradually.
STEP TWO: Reduce and eliminate existing stockpiles (“historical” or “legacy” piles)
Abatement of stockpiled ELTs can be achieved in one of three ways:• The landowner takes responsibility for abatement of the stockpile at their own expense• The government entity takes direct responsibility for abatement and may or may not seek
reimbursement from the stockpile owner. This is usually done when a government hasestablished a funding source for this effort (this may be a tax) e.g., USA• Abatement responsibility is shared between different organizations e.g., France, Japan, Portugal
The decision regarding who is responsible depends on the local context, but, nearly always, thegovernment makes the first move. Stockpile abatement should be government-sponsored (e.g., if
funded through taxes), or, if not, coordinated as a joint effort. No matter which ELT management system
is developed, the process of stockpile assessment and abatement will remain virtually identical.

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7. Developing End-Use Markets for ELTs
Existing markets
The development of long-term, viable end-use markets for ELTs is a key factor for success for all ELT
management programs. Many ELT markets already exist, and can be categorized as either energy
recovery or material recycling. Managing End-of-Life Tires: Full Report (WBCSD, 2008) gives more detailabout some of these markets.
Developing new markets
Several critical factors should be assessed when developing end-use markets, including:• Is there existing demand for ELT-derived products?
• What is the supply chain of ELTs?
• Are regulations in place that will allow for ELT processing/market infrastructure to be
developed?
• Is the market viable in the long-term? The critical factor in ensuring that ELT markets are
successful in the long-term is to develop markets that are viable both 1) economically and 2)
environmentally. In general, regardless of the overall ELT management system, the process ofdeveloping markets for ELTs will remain virtually the same.
1. Economics
ELT markets that can continue to exist in a competitive free market without subsidies are consideredviable in the long-term. The tire-derived materials receive a fair market value on the marketplace,allowing market forces to set the true cost for both the collection and processing services, and the tirederived material sold. This typically creates the most economically efficient system for effective, longterm ELT management.
The ELT industry is a demand-driven industry. Although collection and processing are key factors,
experience has clearly shown that even if ELTs are collected and processed efficiently, these activities do
not create or ensure a demand for tire-derived materials produced. In the same way, an effective supply
chain is required to provide a reliable source of ELTs into the system.
2. The environment
In any effective ELT management system, environmental concerns must be well understood andmanaged. Many guidelines exist (see appendix page 1), for example on the use of tire-derived fuel in the
cement industry, or on using ground rubber as playground cover or synthetic sports surfacing infill. New
markets must follow such good practice guidelines and ensure they comply with any relevant legislation.

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Research and development
Research and development (R&D) is necessary to explore new and viable technologies that could
improve existing, or develop new, end-use markets. R&D must be multi-stakeholder and involve theend-use industries, ELT processers, and the tire industry, and should be funded by joint financial
schemes between industry, laboratories and governments, etc. Government support is key in activating
material recycling through promotion of its business value and supporting R&D investment.
Supply chain based on multiple recovery routes
Effective management systems need stable ELT processing infrastructure to supply ELTs to the end
markets. Such processing is costly, on account of, for example, land and equipment purchase, permitting
procedures, fire prevention, personnel training, wages before the processing facility is operational, taxes
and insurance. Once the ELT processing facility is operational, two types of costs will be incurred: fixed
costs (independent of size i.e. whether the processing facility takes in and processes one or one million
ELTs) and operational costs (a function of the number of ELTs taken in and processed).
Experience shows that the greater the number of ELTs taken in, the more cost efficient the processing
system becomes. Establishing a large-scale end-use market satisfies several necessary conditions: itallows for a continual intake of ELTs, it provides revenue to the ELT processing company, and provides abase market upon which all other end-use markets can be developed. Examples of large-scale, basemarkets are tire-derived fuel (TDF), tire-derived aggregates (TDA) and energy feedstock for electric arc
furnaces. The price paid for these materials and the return on investment for the tire industry is still
relatively low; however, having these base markets allows for:
• The necessary economies of scale to establish and maintain the processing capacity for higher
value-added material• Provision of a revenue stream while higher-value added markets (i.e., ground rubber of any size)
are developed as market demand for these materials generally takes longer to develop• Reduced costs through processing economies of scale for manufacturing ground rubber• Diversity to protect the processing company from shifts in market dynamics.
The greater the number of recovery routes established, the better the true value of all end markets canbe recognized.

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8. Financing ELT Management
A competitive market dictates an efficient and reliable service. If the market value of ELTs increases overtime (in the context of increased resource scarcity and costs of raw materials as well as stricter
environmental requirements), the cost of ELT treatment should be progressively offset by the increasing
revenue of the recovery.
In a country where no ELT program exists, the activity around treatment of used tires is often a gray areawith some practices being unprofessional and environmentally-unfriendly. In these situations, profit
may be made, but the system is most likely to be unsustainable.
The tire industry has to be an active supporter of ELT management to contribute to the goal of 100%
recovery of annual ELT generation. The current context of increasing environmental awareness, plus
scarcity and increasing costs of energy and raw materials, offers new opportunities to ensure ELTs are
viewed as a resource not a waste. Nevertheless, to ensure the ELT management system is sustainable,various recovery routes are needed to ensure that recovery of annual ELT generation has a soundeconomic base, independent of the market situation for raw materials and energy.
The system in place needs to be self-financing, based on professional operators able to secure a reliablesupply chain of ELTs, and, the more transparent the system, the better. An environmental fee should be
paid when buying a new tire, and should be visible to the buyer as separate line item on their invoice,and the end consumer is encouraged to leave his/her UT at the dealers' shop. This fee is dependent oncollection, transportation and treatment costs, and the value of the end-use market. An anti-trust
waiver may be required to establish a uniform rate.
Even after a country or region abates all its (known) ELT stockpiles and has markets for its annually
generated scrap tires, the ELT management entity (e.g., a government, ELT management authority or
industry-sponsored entity) should maintain a modest tire fund within the tire fee and use the fund for
enforcement of regulations, occasional amnesty day or small-scale abatement project and maybe somemodest market development activity.
The value of the ELT should increase along the value chain, and consequently the chain from the dealer
to the processing or recovery company should shift from a cost center to break-even situation. The
increase of value moves upstream in relation to market conditions. At the beginning of any system thefees are higher, but may drop over time as the system is optimized – i.e., the flow of money reverses
over time.
Cost information related to different ELT markets around the world, based on data collected in 2009 by
the TIP co-Chair companies, may be made available to TIP member companies on request(tires@wbcsd.org).

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9. Implementing ELT Management Systems
This section provides checklists for initiating a new ELT management system. It does not indicate thestakeholders responsible for each as these depend on the context, but it aims to provide a list of all
aspects that need to be considered by any stakeholder aiming to set up the right framework for
effective ELT management.
a) ANALYSIS OF CURRENT SITUATION
Key performance indicators (KPIs)
Volume: annual ELT generation
Rate of beneficial use: percentage
Recovery rates: percentages by known end-use markets
Estimating existing stockpile sizes and size change over time
Legislation
Existing legislation, new laws under development, potential new laws
Understanding gaps in legislation
Stockpile prevention and abatement
Understanding the administrative authorities and stakeholders involved
Ensuring development of certification/permitting systems for collection, storage, transportationand processing
National culture and social practice
Understanding local sense of responsibility around environmental issues, or recycling/recovery
of other materials
Recovery rates by type of industry, benchmarks and good practices of other material recovery
Existence of markets for ELT-derived products
Consumer acceptance of end markets for ELT-derived products, consumer acceptance of
payment of environment fee for ELT
Tire industry activities
Existence of joint industry activity in any tire industry-related topic
Maturity of local tire industry on the ELT topic
Existence of government relations
Current involvement of local top management (for effective implementation)
Evaluation of strategic risk and loss of opportunities for the industry if no action taken
ELT management stakeholders to engage
Tire and vehicle manufacturers
Tire and vehicle importers
Trade association(s)Governments
Society/consumers
Companies that create the market for ELT-derived products/other industries
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World Business Council for Sustainable Development (WBCSD)Existing ELT treatment capacity
Type of companies involved by nature of activity: size, professionalism, financial sustainability
Evaluation of ELT treatment capacity vs. annual ELT generation
Existing practice of recovery of other products and related infrastructure/organization in place(e.g., collection, transport and storage networks, recovery/recycling companies)
Understanding the gray areas around existing ELT disposalb) BENCHMARKING
After diagnosing the current situation, benchmarks can be made with existing ELT management systems,
for example:- Through ETRMA (Brussels): operations in Europe (e.g., Producer Responsibility model in Spainand France)- Through JATMA (Tokyo): operations in Japan or other regions in Asia
- Through RMA (Washington): operations in specific states in the USA
Potential timings to implement ELT management system
Step 1 (in first 3 months): Initiation
Initiate steering committee (SC) of local tire industry top management
Identify working group (WG) with full-time project leader
SC launches work program to understand current status of ELT management (6 months+)
Step 2 (~1 year) : Analysis
Analysis of work program and strategic decision by SC to promote implementation of ELT
management system
Start benchmarking visits and experience-sharing with other regions
Step 3 (~6 months): Decision and strategy
Conclude benchmarking and propose characteristics of appropriate ELT management system
Propose Key Performance Indicators (KPIs), budgets, implementation planning, stakeholder
engagement, industry organization
Development of implementation strategy including start of legislation development
Step 4: Implementation
Experience has shown that starting an ELT management system from zero could take up to 3
years from beginning of analysis to start of effective operation
Comprehensive references and resources on ELT management exist: the appendix to this document
provide some guidance and case studies.

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