As a consequence, the samples had to be processed in a common laboratory. A problem arose with one of the target elements (Pb), as its concentration in the samples was very low compared to the concentrations of Sr and, especially, Fe. Following the isolation procedure, a significant contribution of the procedure blank to the Pb concentration was observed, making it impossible to obtain accurate isotope ratio data. As a compromise between the use of a clean laboratory and a common laboratory, an evaporation box (Quimipol, Spain) especially designed for low-level work, manufactured from PMMA and equipped with a PP fan rotating at 3000 rpm and a H14 HEPA filter, located in a common laboratory was installed to minimise contamination. The aim was to mimic the conditions of a clean laboratory to the largest possible extent while working in a common laboratory setting. The entire procedure, including digestion, evaporation to dryness, target element isolation, and sample dilution, was performed within this specially designed evaporation box. Under these conditions, the Pb blank level decreased significantly. The Pb blank level after the first chromatographic separation performed under the fume hood in the common laboratory was ca. 0.7 μg, while following the same procedure but inside the evaporation box, the Pb blank level was reduced by more than two orders of magnitude to 0.004 μg.
Large variation in sample composition and the wide range of the target element concentrations in the objects of study, i.e . from a few ng of Pb to wt% of Fe, also necessitated the use of proper cleaning protocols to avoid potential (cross-)contamination. PFA screwcap beakers (Savillex Corp., USA) used for the digestion procedure were pre-cleaned using the 7-step cleaning procedure outlined in Table 2 . Polypropylene (PP) material was soaked two times for 24 h, first in 1.2 M HCl and subsequently in Milli-Q water at 110 °C. Final dilutions and cleaning of labware were performed in a metal-free class-10 clean lab facility (Picotrace, Germany) at UGent-A&MS.
Step | Reagent | Duration | Temperature |
---|---|---|---|
1 | Reverse aqua regia | 24 h | 110 °C |
2 | Soap solution (NovaClean™) | 24 h | 110 °C |
3 | HNO (7 M, trace analysis grade) | 24 h | 110 °C |
4 | HNO (7 M, trace analysis grade) | 24 h | 110 °C |
5 | HCl (6 M, trace analysis grade) | 24 h | 110 °C |
6 | HCl (6 M, trace analysis grade) | 24 h | 110 °C |
7 | HCl (1.2 M, UP) | 24 h | 110 °C |
Flowchart of the analytical protocol. |
A second approach of sampling consisted of micro-drilling at polished sections of the iron slags using a Dremel 4000 tool equipped with a diamond step drill bit. To avoid mixtures of different materials (such as coal and clay fragments), homogenous parts of slag were selected only. After each sampling, the drill bit was cleaned with a solution of 3% HNO 3 , followed by rinsing with Milli-Q water.
Hammer scales were retrieved from the soil samples, rinsed with Milli-Q water and then grinded to powder in an agate mortar.
Clay samples were subjected to the same sample pre-treatment as used for bulk analysis of iron slags.
Coal pieces were extracted both from the fresh surface of iron slags and taken up from the soil as individual pieces, which were subsequently crushed and powdered in an agate mortar.
Step↓ | Sr and Pb | Fe | ||
---|---|---|---|---|
Eluent | Volume [mL] | Eluent | Volume [mL] | |
Washing | Milli-Q | 20 | 7 M HNO | 10 |
7 M HNO | 4 | Milli-Q | 10 | |
6 M HCl | 1 | 0.7 M HNO | 10 | |
Milli-Q | 20 | Milli-Q | 10 | |
Conditioning | 7 M HNO | 2 | 8 M HCl + 0.1 mM H O | 5 |
Sample loading | 7 M HNO | 1.8 | 8 M HCl + 0.1 mM H O | 5 |
Matrix removal | 7 M HNO | 5 | 8 M HCl + 0.1 mM H O | 3 |
5 M HCl + 0.1 mM H O | 12 | |||
Target element elution | 0.05 M HNO (Sr collection) | 6 | 0.7 M HCl | 10 |
3 M HCl (change of medium) | 1 | |||
8 M HCl (Pb collection) | 6 |
The potential presence of matrix elements such as Al, Mg, Ca and Fe in the purified Sr and Pb fractions was monitored by single-collector ICP-MS to ensure sufficient purity. After the first Pb isolation, some of these elements still remain in the Pb fraction such that a two-step isolation protocol was required.
For Fe isolation, an aliquot of the sample digest was first diluted (10 7 -fold) to avoid saturation of the resin. The chromatographic separation was carried out using 2 mL of AG-MP-1 anion exchange resin which was precleaned with 10 mL of 7 M HNO 3 , 10 mL of Milli-Q water, 10 mL of 0.7 M HNO 3 and 10 mL of Milli-Q water and conditioned with 5 mL 8 M HCl + 0.1 mM H 2 O 2 . The sample was loaded onto the column and the matrix was eluted using 3 mL of 8 M HCl + 0.1 mM H 2 O 2 followed by 12 mL of 5 M HCl + 0.1 mM H 2 O 2. Afterwards, Fe was eluted using 10 mL of 0.7 M HCl and collected in a Teflon Savillex® beaker. The Fe fraction was evaporated to dryness at 90 °C and redissolved in 500 μL of 0.28 M HNO 3 .
Instrument settings | Sr isotopic analysis | Pb isotopic analysis | Fe isotopic analysis | |
---|---|---|---|---|
Dry plasma conditions obtained using the ARIDUS II sample introduction system. The temperatures of the spray chamber and membrane desolvator were 110 and 160 °C, respectively. Optimised daily for maximum intensity. Pseudo-high mass resolution: in the equation for mass resolving power m/Δm, Δm is defined as the difference between masses corresponding to 5 and 95% of the signal intensity at the plateau. A resolving power of 3800 was measured for the medium mass resolution mode. | ||||
Wet plasma | Dry plasma | Wet plasma | ||
RF power, W | 1200 | 1200 | 1200 | |
Gas flow rates, L min | Sample | 1.050–1.090 | 1.030–1.050 | 1.050–1.070 |
Auxiliary | 0.70–0.90 | 0.70–0.90 | 0.70–0.90 | |
Cool | 15 | 15 | 15 | |
Sweep | — | 7.5 | — | |
N | — | 0.002 | — | |
Resolution mode | Low | Low | Medium | |
Typical sensitivity | 20 V for Sr at 100 μg L Sr | 1 V for Pb at 10 μg L Pb | 15 V for Fe at 300 μg L Fe |
Data acquisition parameters | |||
---|---|---|---|
Mode | Static, multi-collection | Static, multi-collection | Static, multi-collection |
Idle time, s | 3 | 3 | 3 |
Integration time, s | 4.194 | 4.194 | 4.194 |
Number of integrations | 1 | 1 | 1 |
Number of blocks | 1 | 1 | 1 |
Number of cycles per block | 30 | 60 | 45 |
Baseline | 300 s baseline every 20 samples | 300 s baseline every 20 samples | 300 s baseline every 20 samples |
Cup configurations | |||||||
---|---|---|---|---|---|---|---|
Sr cup configuration | L4 | L3 | L2 | L1 | C | H1 | H2 |
Nuclide | Kr | Kr | Sr | Rb | Sr | Sr | Sr |
Amplifier | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω |
Pb cup configuration | L3 | L2 | L1 | C | H1 | H2 | H3 |
Nuclide | Hg | Tl | Pb | Tl | Pb | Pb | Pb |
Amplifier | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω |
Fe cup configuration | L4 | L2 | L1 | C | H1 | H3 | |
Amplifier | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω | 10 Ω | |
Nuclide | Fe | Fe | Fe | Fe, Ni | Ni | Ni |
An acid blank (0.28 M HNO 3 ) and procedural blanks treated in the same way as the samples were measured at the beginning of each measurement sequence to evaluate their contribution to the signal intensities. Three procedural blanks were always included in each batch of samples. Isotope ratio measurements for Pb, Sr and Fe were performed at 10 μg L −1 , 100 μg L −1 and 300 μg L −1 concentration levels, respectively.
Prior to MC-ICP-MS measurements, quantification of the target elements was performed using a Thermo Scientific Element XR (Germany) single-collector sector-field ICP-MS unit, relying on external calibration, with Ga and Tl as internal standards to correct for potential matrix effects and/or instrument instability. Sample introduction was accomplished using a 200 μL min −1 quartz concentric nebulizer mounted onto a cyclonic spray chamber.
For the 87 Sr/ 86 Sr ratio, the correction for instrumental mass discrimination was accomplished using internal correction following Russell's law using an 88 Sr/ 86 Sr ratio of 8.375209 39 and subsequent external correction using isotopic reference material (NIST SRM 987) measured in a sample-standard bracketing (SSB) approach. 40 The intensities for 83 Kr + and 85 Rb + were monitored and used to correct for the contributions of Kr at m / z = 84 and 86, and Rb at m / z = 87 respectively.
For the Pb isotope ratios, the instrumental mass discrimination was corrected for using the method described by Baxter et al. , using spiked Tl as an internal standard. In addition, external correction was applied as well using NIST SRM 981 measured in a SSB approach. 41 The signal of 204 Pb was corrected for interference from 204 Hg based on the signal intensity for 202 Hg.
For the Fe isotope ratios, instrumental mass discrimination was corrected for using the method described by Baxter et al. , using Ni as internal standard and external correction based on IRMM-524A measured in a SSB approach. 41
Data statistical analysis was performed using the Software Package for Statistical Analysis (SPSS) version 29 and Microsoft Excel (Version 2404).
As the Pb concentration was very low compared to those of other matrix/target elements, the use of a two-step isolation procedure was required for the efficient removal of matrix elements. After two column passages, the contributions of Al, Sr, Mg, Ca and Fe in the pure Pb fraction were less than 1% of the Pb content in all cases.
To the best of the authors' knowledge, there is no reference material available for this sample type and therefore a geological certified reference material, G-3 granite (United States Geological Survey, USGS), was used instead for method evaluation. The values obtained were 18.387 ± 0.0074 for the 206 Pb/ 204 Pb ratio, 0.8497 ± 0.0001 for the 207 Pb/ 206 Pb ratio and 2.1143 ± 0.0003 for the 208 Pb/ 206 Pb ratio, in good agreement with previously reported data ( 206 Pb/ 204 Pb = 18.390 ± 0.079; 207 Pb/ 206 Pb = 0.850 ± 0.043; 208 Pb/ 206 Pb = 2.113 ± 0.071). 42
The procedural blanks, that were also subjected to the sample digestion and chromatographic isolation protocols, were analysed in the same way as the samples. In each batch of samples consisting of ≈18 samples, three different blanks were always measured at the beginning of the experiment. Blank signals were always negligible compared to the Pb, Sr and Fe intensities obtained for the sample solutions analysed (≤1% in all cases).
The in-house isotopic standard solutions were included in each sequence for QA/QC purposes. Results obtained for the Pb in-house standard were 2.1508 ± 0.0001 for the 208 Pb/ 206 Pb ratio and 0.9037 ± 0.0001 for the 207 Pb/ 206 Pb ratio ( n = 38), in agreement with data reported in previous papers ( 208 Pb/ 206 Pb = 2.15331 ± 0.00003 and 207 Pb/ 206 Pb = 0.90413 ± 0.00002). 43 For Fe, the mean δ 56 Fe value of the in-house standard was 0.47 ± 0.09‰, which was in good agreement with previously reported data ( δ 56 Fe = 0.45 ± 0.04‰). 44
Lead isotope ratios exhibit large variations and did not cluster together by sample type ( Fig. 3 ). Additionally, there is a significant overlap of the values obtained for the surface of iron slags and for the corresponding bulk samples ( t -test, p > 0.05), although the bulk slag samples show a larger spread. Hammer scales and clay samples showed Pb isotopic signatures similar to those of the iron slags. Coal samples, on the other hand, showed a slightly heavier Pb isotopic signature compared to the other materials, however, this difference was not significant ( t -test p > 0.05).
Overview of the Pb isotope ratios obtained for the different types of material investigated: Fe slag, Fe slag surface, hammer scales, clay and coal. The error bars, indicating standard deviations range between 0.0001 and 0.0078, are overlapped by the markers. |
Similarly to the Pb isotope ratios, also the 87 Sr/ 86 Sr isotope ratio showed a marked spread. Data for Sr are presented in Fig. 4 and Table S1. † The Sr concentration ranged between 0.008 and 222.9 mg g −1 and the 87 Sr/ 86 Sr ratio between 0.7100 and 0.7220. Iron slags and clay showed a slightly more radiogenic 87 Sr/ 86 Sr isotope ratio compared to that of the surface of iron slags, hammer scales, and coal. However, all results fall within the range obtained for the iron slags, indicating a non-distinctive Sr isotopic signature.
Box plot showing the Sr/ Sr ratio for the different types of material investigated – Fe slag, Fe slag surface, hammer scales, clay and coal. The average SD is 0.0001. |
To explore the variability within a sample and assess representativeness of the Pb and Sr isotopic signatures of the bulk material, both bulk and micro-drilled specimens were analysed for selected samples. Fig. 5 illustrates isotopic signatures for sub-samples of the same material. As can be observed, significant variations were established, particularly in samples 1.1.A and 1.2.D. In sample 1.2.D, the 208 Pb/ 207 Pb values range from 0.8406 to 0.8711 reflecting a considerable disparity and the 87 Sr/ 86 Sr ratio from 0.7105 to 0.7211. The precisions (SD) obtained for the Pb isotope ratio of the bulk and micro-drilled samples were 0.0014 and 0.0061, respectively and for Sr 0.0006 and 0.0020.
A visual representation of the Sr and Pb isotopic heterogeneity within one sample. In this case, one sample was measured five times, three measurements were performed on micro-drilled material and two measurements were carried out on the bulk sample. The average SD is 0.0001 and 0.0007 for the Sr/ Sr and Pb/ Pb isotope ratios, respectively. |
The δ 56 Fe values ranged between 0.08 and −0.34‰ and the δ 57 Fe values between 0.16 and −0.48‰. The Fe three-isotope plot is presented in Fig. 6 . As can be seen, the data plot along the theoretical mass fractionation line.
Three-isotope plot for Fe for the different types of material investigated: Fe slag, Fe slag surface, hammer scales, clay and coal. Three samples did not follow the fractionation line and thus were not included in the graph. |
However, provenancing not only relies on comparing isotopic data with source material available for analysis, but also relies on the consultation of archaeological and historical records. Considering the late medieval period, the period from which the samples stem, one of the possible scenarios is that during the Hanseatic period in Europe, ore was brought to Flanders from other European locations via trade. The Hanseatic League played a significant role in the trading and shipping of a wide range of goods, including various raw materials and semi-finished products. 38 Numerous products, including cloth, salt, wax, copper, and iron, were exported between Scandinavian countries and the Baltic Sea ports. 47 The port in Lübeck was one of the main markets for trading metals coming from Scandinavia and later, Spain. This was particularly the case for iron during the late Middle Ages. 48 One of the main areas where iron ore was exploited at that time was the Bergslagen region, in south-central Sweden, constituting the largest concentration of base metal and iron ores in northern Europe. 49,50 The iron extracted from this region is referred to as Osmund iron. It is documented that Osmund iron was exported in the form of bars, transported by sea in barrels, and then distributed further to smithies across Western Europe. 37 Unfortunately, to the best of our knowledge, there are no isotopic data available for Osmund iron. There exists, however, information on the isotopic composition of several ore deposits in the Bergslagen region. Within this region, isotopic data for the Långban locality, an area rich in various types of ores, but primarily rich in iron and manganese oxides, reveal a 206 Pb/ 204 Pb ratio of 15.712 ± 0.012, 207 Pb/ 204 Pb ratio of 15.331 ± 0.015 and 208 Pb/ 204 Pb ratio of 32.191 ± 0.045. These ratios differ significantly from those obtained for the samples excavated at Hoeke. Although the data collected in the present study differ from that obtained for the Långban locality, we cannot definitively rule out the possibility that the iron originated from the Bergslagen region. Different regions with different geological units tend to have distinct isotopic signatures. It is known that even within a small geographical area, isotopic data can vary significantly due to the underlying geological processes. This variability makes it challenging to precisely pinpoint the provenance of the material examined.
Potential contamination during sampling, sample preparation and isotope ratio measurements was ruled out as the cause of the observed variability in the samples. All labware was thoroughly cleaned, and sample manipulation was performed in an evaporation box, which was demonstrated to provide low blank levels. Additionally, sample pretreatment was conducted with great care to avoid mixing different types of samples, thereby minimizing the risk of cross-contamination. Moreover, for these target elements, ball milling does not introduce any measurable contamination. The use of agate grinding heads, which are commonly employed in sample powder preparation, ensures that the samples are homogenized without detectable contamination. 51–53
The large variation within our data could, therefore, potentially be attributed to the presence of Pb from different sources. Ores may have been extracted from distinct locations and subsequently blended during the iron production process. It is plausible to suggest that the isotopic signature observed in the iron slags from the archaeological site of Hoeke does not represent the isotopic signature of a single deposit, but rather a combination of metals sourced from different iron deposits. This large variation in isotopic data is also visible in Fig. 5 , showing variability even within a single sample ( Fig. 5 ).
In addition, it is possible that the iron ore used in Hoeke was a combination of material from different sources, in addition to the Bergslagen region. It is noteworthy that during the transit of iron to Belgium, there could have been potential intermediary points en route where mixing or transhipment of materials occurred. Although speculative, such scenarios could have contributed even more to the heterogeneity observed in this sample set.
In addition, the large variations in Pb isotope ratios could also be due to changes in the conditions during production. Historical iron production made use of open-air furnaces where emission rates of certain pollutants, such as Pb, and water quality were uncontrolled. As a result, “cross-contamination” between samples cannot be excluded. It is noteworthy that slags are the waste products of metal production and contain a range of impurities from every step of the operational chain. For example, the use of additives like flux can change the final composition of slags. Additionally, some slags might have been remelted by the smiths due to their high metal content, and the addition of other materials used during this process may alter the overall isotopic composition of the slag. These limitations have also been previously reported by various other authors, highlighting significant variation of Pb isotope ratios within a single sample set. Some studies have documented differences in Pb isotopic composition among various ore samples from within the same deposit. 54,55 This variability makes the use of the Pb isotope ratios as a tool for provenancing iron artefacts challenging. For example, Hauptmann et al. emphasized the considerable variability in Pb isotopic composition in certain copper deposits located at Feinan (Jordan), making it difficult to establish a unique fingerprint for a specific location. 56 However, in their study, combining this method with trace element data has proven effective in distinguishing between various mining districts.
Similar investigations have been conducted to determine whether lead from the same single ore deposit exhibits the same isotopic composition. 4 Depending on the mining site, it can be observed that some show isotopic homogeneity, while others exhibit a significant variation in Pb isotope ratios. This variation is typically attributed to the fact that a large deposit may be the result of multiple mineralization processes and stages, leading to isotopic heterogeneities. 57
Interpreting the Fe isotope ratio results poses an even greater challenge, primarily due to the limited amount of data in literature about the Fe isotopic composition of iron ores as a potential proxy for provenance in archaeology. There have been only a few studies so far dedicated to Fe isotopic analysis as a tool for provenancing iron specimens. Milot et al. examined ore, slags and metal samples from the Montagne Noire massif (SW of France) and obtained close-range results, suggesting that the Fe isotopic composition of ore is preserved throughout the iron production process, including smelting and smithing. 31,45 However, there is a lack of data to ascertain whether the Fe isotopic composition undergoes significant changes during the preliminary treatment of iron ore (such as roasting).
The values obtained in this work for δ 56 Fe are spread over 0.4‰. This range is considerably larger than those observed for ores from other locations, such as the Montagne Noir or the Schwarzwald region. 32,45 The iron found at Hoeke can thus represent a wide variety of mineralisation types or provenances. As a result, iron provenancing depending on iron isotope ratio data is not feasible in this case. However, it can assist in narrowing down the number of potential origins for the Fe ore.
The distinctive Fe isotopic variability observed within the collection of materials examined could additionally or alternatively also be attributed to redox processes occurring during mineralisation. For instance, in the case of bog iron ores, the isotopic signal is likely altered during the dissolution of the iron, which led to the intra-deposit variations. 32 It is to note that within the scope of this study, it was not possible to determine whether fractionation occurred at the early stages of iron production process, given the unavailability of an ore sample for this sample set.
The provenance of coal has been previously established both by biostratigraphic analysis and by studying historical written sources, pointing to the Durham-Newcastle coalfield as a possible origin. 46 The variation in 206 Pb/ 207 Pb isotope ratios for coal in this study is relatively small with a variation between 1.17 and 1.18 ( n = 5) only. Comparing these data with the published Pb isotope ratios for coal in selected places in Europe ( Table 5 ), confirms that the Hoeke coal could come from England. However, there is very little variation between coal from various locations in Europe, and ranges for coal from different locations mostly overlap. Despite the relatively narrow range in the Pb isotopic compositions experimentally obtained, identification of the material's source without an adequate context, based on isotopic study only, seemed impossible.
Country of coal origin | Pb/ Pb | Source |
---|---|---|
Spain | 1.13–1.27 | |
Scotland | 1.16–1.19 | |
Czech Republic | 1.17–1.24 | |
England and Wales | 1.17–1.20 | |
Ireland | 1.17–1.31 | |
Belgium | 1.17–1.18 | |
Switzerland | 1.18 | |
Poland | 1.17–1.18 | |
Portugal | 1.18–1.20 |
The situation is different for the clay samples in this study, as their origin is expected to be local or from a not so distant location (within Flanders). During the iron production process, craftsmen commonly used local clay for constructing heating structures, such as furnaces and hearths. 64 According to reference data, 65 the coastal area of Belgium is characterized by the presence of Holocene sediments, with a 87 Sr/ 86 Sr ratio of 0.7092 (which is equal to that of contemporary ocean water). Nevertheless, the 87 Sr/ 86 Sr isotope ratio for clay excavated at Hoeke falls within the range of 0.713–0.718 which does not overlap with the coastal signal. Moreover, the Sr isotopic composition of clay overlaps with the range found for iron slags ( Fig. 4 ). This isotopic heterogeneity in this sample set could thus be the result of mixing of Sr from various sources or potentially the (bidirectional) migration of Sr between the clay and the slag material.
Similarly, it was initially expected that hammer scales would exhibit a similar isotopic composition as the iron slags since they both originate from the same source – iron. However, this study reveals a significant spread in the isotopic composition of the elements studied for all materials examined. This suggests that during the production of certain objects, fragments of metal from different sources could have been remelted and combined to create a single new item. This process could potentially also explain the isotopic differences between the slag and hammer scales. Moreover, during the iron production process, the incorporation of materials like clay and coal might have introduced isotopic variability, resulting in the heterogeneity observed in the sample set, thereby explaining the observed overlap. 66
The large spread in isotope ratios, which can be the result of the use of raw materials from different provenances and/or mixing of elements from various raw materials (ore, coal and clay) prevents solid conclusions to be drawn. Further investigation, involving the spatial distribution of isotope ratios within the samples, could reduce these limitations and provide a deeper understanding of the processes involved. In any case, it is clear that a combination of geochemical data with studies on the historical context is crucial for reconstructing the material's origin and drawing reliable conclusions.
Unfortunately, however, the Pb, Sr and Fe isotopic compositions of iron slags, hammer scales, clay, and coal exhibit variability, yet they cluster within a similar range. This observation suggests that the mixing of different materials during the iron production process could generate a relatively uniform range of isotopic compositions for the different types of materials within the sample set. Furthermore, it cannot be excluded that the use of different ore sources to produce iron might contribute to the isotopic variability as well. Additionally, the observed spread could also have been influenced by natural isotopic variations within ore deposits. The study's findings deepen our insight of medieval iron production and trade networks. The observed isotopic variability suggests expanding specialization, with each workshop focusing on a specific task, such as welding or bloom refining. Moving semi-finished products between these specialized locations could contribute to overall isotopic heterogeneity as the materials picked up impurities from each place. Furthermore, different ores could have been used to obtain the desired properties of the final product, thus demonstrating the progress of metal processing techniques used by medieval craftsmen. Acknowledging these aspects is crucial for interpreting isotope ratio results for the purpose of provenance analysis.
The determination of the provenance of iron from the late medieval port system of Hoeke is still uncertain, mainly due to the lack of primary ore samples. The access to and characterization of the primary ore samples is demonstrated to be of crucial importance to draw meaningful conclusions in this context. For this purpose, ore samples can be retrieved from sites identified by historical sources as potential locations or accessed from museums, which entails the need for destructive sampling of the specimens. Therefore, an interdisciplinary approach is necessary to address the challenges of metal provenance studies. As an additional consideration, establishing a database of isotopic compositions of iron ores from different regions would be valuable to determine the possible provenance of iron.
Author contributions, conflicts of interest, acknowledgements.
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Despite COVID-19, the world economy still contributes to the growth of production and consumption worldwide. Waste disposal, recycling management and energy generation are challenges for many companies in developing economies, including Poland. This article aims to assess the operation of a municipal waste treatment plant (MWTP) from the perspective of green business process management (BMP) solutions. The processes implemented in the MWTP were discussed, with specific consideration of the mechanical waste processing (sorting) process, including the reuse and recycling of materials, composting, energy production (anaerobic process), landfill storage and efficiency parameters of the sorting line. A sustainable waste management system was identified; the cost as well as social and environmental perspectives were analyzed. Also, strategic goals and key performance indicators were considered. The performed analysis included costs, environmental criteria and key environmental indicators. This paper has shown the successful implementation of green BPM, with potential cost and material savings results. The findings of this case study are expected to inspire other waste management companies to adopt green BPM. The presented case study might help raise awareness and promote the implementation of green BPM in municipal plants in Eastern and Southern Europe.
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Today’s consumption-oriented society produces vast amounts of waste. The large volume of waste puts considerable pressure on the waste management sector. Moreover, waste management systems include many stakeholders and include socioeconomic, political, environmental and technological considerations [ 1 ]. It is assumed that waste should be treated as a resource and energy source [ 2 ]. The practical implementation and application of sustainable development principles in the waste management system require finding measures, criteria and indicators to evaluate the proposed solution and make measurements that will test its operation in a practical way.
According to Kaur et al. [ 3 ] ‘the long-term success of companies can only be ensured if they adjust their strategic and structural orientation to the changing environmental and technological scenario.
Natural environmental changes and limited access to resources in many industries and sectors require a well-planned reorganization of business processes. For about a decade, companies have been interested in adapting business process management (BPM) to sustainable development [ 4 ].
Sustainable development is now defined as development that meets the needs of the present without compromising the ability of future generations to meet their needs. It is a stable development, taking into account such processes of change in which the exploitation of resources, the main areas of investment, the direction of technological development and institutional changes remain in a harmonious relationship, allowing meeting current needs as well as needs and aspirations in the future [ 4 ]. As suggested by Smith et al. [ 5 ], companies interpret sustainability as “meeting the local community’s needs”. Sustainable development has four dimensions: society, the environment, culture and the economy, while these four dimensions are not separate but interdependent [ 6 ].
Today companies, while improving their business processes, focus mainly on economic criteria: time, costs, efficiency and flexibility [ 7 ]. Many recognize the needs related to the climate and natural environment while they try to base their business model on the values of the social dimension of their activities, responsibility for the natural environment and the orientation of their activities towards sustainable development. Researchers are increasingly advocating for extending the scope of conventional business process management [ 8 ] and the dimension of environmental sustainability [ 9 ]. In the case of solid waste management, sustainability is practically established and based on the 3Rs principle: reduce, reuse and recycle [ 10 ]. Although prevention and recycling are identified as the best strategies, landfill disposal will not be eliminated; it still plays an essential role because a complete zero-waste scenario is impossible [ 11 ]. As suggested by Amato et al. [ 11 ] it is worth emphasizing that wrong decisions might negatively affect the environmental, economic, and social spheres.
Due to the energy crisis, research on municipal solid waste as an energy source is increasingly popular, and the approach might change the potential direction of environmental and energy management [ 12 ]. However, waste management in Eastern/Central European countries focuses on low-cost solutions, and the most important obstacle is the lack of cooperation between different lawyers of multi-governance in waste management [ 13 ].
It is observed trend in combining sustainable development with corporate strategy and implementing it in business activities. However, the main challenge to implementing sustainability in the organization is the technical and organizational integration; mainly, this intensive dialogue across management levels depends on management control practices [ 14 ].
Therefore, the concept of green BPM appeared. In addition to the classic criteria for evaluating the efficiency of processes, it also considers environmental issues and promotes the balance between individual criteria. Green BPM can therefore be seen as the evolution of classic BPM toward environmental and social issues. Consequently, the modeling and implementation of processes were enriched with an environmental dimension. Although the authors define the term green BPM differently [ 15 ], there is agreement that this concept relates to supporting the sustainable improvement of business processes and increasing the importance of a new approach. It has been assumed that each business process has a particular impact on the natural environment; therefore, business process management (BPM) should also be oriented toward the environmental perspective. Managers are required to use methods, techniques and indicators for assessing the implementation of business processes [ 15 ], which are aimed at environmental protection, recycling, reducing resource consumption, reducing CO 2 emissions and reducing greenhouse gas emissions. An important issue in this approach is the care for the well-being of employees, which is in line with Corporate Social Responsibility (CSR), involving various stakeholders in the company. In order to ensure a compromise between the economic and environmental objectives under green BPM, it is proposed to extend the classic Key Performance Indicators (KPIs) with environmental indicators (KEIs, Key Environmental Indicators). It becomes crucial to define them concerning the organization’s strategic goals, identify and select methods for their measurement, obtain information about the impact of the processes being carried out on the environment and indicate the possibilities for improvement.
Couckuyt and van Looy [ 15 ] and Gohar and Indulska [ 16 ] indicated the need to use KEIs. Elkington [ 17 ] stated that organizations, to be successful in the long run, should focus on all three interdependent dimensions, i.e., economic, social and environmental. It is a relatively new approach to process management and an emerging research discipline [ 15 ]. There is little research on this subject, but efforts have been made to identify the key factors influencing the implementation of green BPM. The most frequently mentioned factors are the sector, organization size and market competition [ 15 , 18 , 19 , 20 , 21 ].
Levina [ 22 ] showed that green BPM is used to achieve resource efficiency, which is expected to lead to more sustainable company operations. It becomes more and more important if the adoption of a "green" strategy is supported by top management. Loepp and Betz [ 23 ] came to the same conclusion when investigating German companies. According to Bossle et al. [ 24 ] companies operating in sectors such as health, finance and insurance are likely to face more difficulties with implementing green BPM compared to sectors where environmental policy and the reduction of harmful emissions are inherent. Bossle et al. [ 24 ] results are consistent with those obtained by Couckuyt and van Looy [ 15 ]. Other researchers stated that organizations that operate in a less competitive market would have less incentive to adopt green BPM [ 25 , 26 ]. Additionally, smaller companies lacking organizational resources may be less interested in green BPM solutions [ 27 ]. According to Couckuyt and van Looy [ 15 ], future research in this area should focus more on case studies to supplement existing results.
Therefore, in this article, practical experiences related to implementing green Business Process Management in the Polish municipal waste treatment plant (MWTP), named ZGO will be considered a case study because, nowadays, avoiding and reducing waste is crucial. However, improving plant processing is also a current topic, confirmed by the growing requirements regarding the levels of recovery and recycling. In recent years, the issue of waste management has become a global problem. Waste disposal, recycling management and energy generation are challenges for many companies in developing economies, including Poland.
According to the World Bank report "What a Waste 2.0: A Global Snapshot of Solid Waste Management to 2050" [ 28 ], approximately 2 billion tons of solid waste is generated yearly. Experts predict that in 30 years, we can expect annual waste at 3.4 billion tons. Poland is one of the largest European Union countries in terms of population (4th place) and area (5th place) [ 29 ], which means that the waste problem is also regional. In Poland, the amount of collected municipal waste is increasing year by year [ 30 ]. Most came from households and amounted to 11.7 million tons, which is 85.5% of all waste generated [ 30 ]. The waste amount is inseparably linked to very high consumption.
Regarding waste generated per capita, Poland occupies a very high position in Europe. In 2021, out of 13.7 million tons of municipal waste, 5.4 million tons were collected selectively. Despite significant progress in the quality and quantity of selective collection, the result is far from satisfactory. According to the European Union law requirements, in 2025, 55% of municipal waste in Poland should be reused and recycled. However, in 2022, 26.9% of municipal waste was recycled, which is only 0.2 percentage points more than in 2021 [ 30 ].
The green BPM method is a relatively new approach to process management. It is more often described in the conceptual layer. There are relatively few examples of its use and there is still a lack of practical knowledge on this subject. It is also difficult to describe the use in waste treatment plants. The ZGO case study is the first example to be published when it comes to implementing the green BPM concept in a waste processing plant. The scarcity of the description of the use of this type of plant has been found. This research gap was why the authors referred to examples other than waste treatment plants. According to the authors, this is the value of this study, as well as its novelty and originality.
This article aims to evaluate the green BPM solutions in the functioning municipal waste treatment plant. The processes implemented in the MWTP were discussed, with the specific consideration of the process of mechanical waste processing (sorting), including the reuse and recycling of materials, energy consumption, landfilling and the efficiency parameters of the sorting line. Then a sustainable waste management system was identified, considering the cost as well as social and environmental perspectives. In this approach, strategic goals, KPIs and KEIs were considered.
The following research questions were formulated:
RQ 1: To what extent does the presented company consider green BPM’s aspects (social, economic and environmental) when implementing the processes?
RQ 2: What is the relationship between the economic efficiency of the processes implemented and the environmental efficiency?
RQ 3: What environmental performance indicators reflect the effects of improvement obtained?
RQ 4: What should be the company’s further improvement directions to minimize the negative environmental impact?
The rest of the article is divided into four sections: Sect. Background and definitions describes the relevant literature on green BMP. The methodology of research is described in Sect. Methodology . Section Results highlights the results and discussions. Finally, the article concludes in Sect. Discission , stating the present study’s impacts, limitations and future research directions.
Based on the systematic review of the literature, Couckuyt and van Looy [ 15 ] stated that there is no uniformity in defining green BPM, a relatively new approach to process management. Green BPM can be seen as a general approach to management [ 31 ] that extends the existing BPM [ 8 ] and in which not only technical but also management aspects play an essential role.
Regarding green BPM to the classic project management methodology (BPM Project Framework), the authors referred consideration formulated by Jenston and Nelis [ 32 ]. It presupposes identifying, modeling, controlling, measuring and optimizing business processes; it considers the implemented strategy. As a result, the entire organization’s efficiency increases [ 32 ]. Organizations should take into account the demonstrated aspects in the implementation of process management in the following areas: social, economic and environmental, which include: leadership and appropriate process competencies, favorable organizational culture; appropriate law and order, which means governance, using a design approach and appropriate technological solutions.
One of the first articles on this subject was published in 2009 in the Australasian Journal of Information Systems [ 33 ]. Therefore, there are still attempts to define green BPM. It is combined with IT solutions to minimize the company’s negative impact on the natural environment [ 16 , 34 ]. However, it is not only about introducing technological changes but also about reconfiguring processes and considering the expectations of many stakeholders [ 15 ]. In this approach, green BPM is defined as the sum of all management activities supported by IT systems that help to monitor and reduce the negative impact of business processes on the natural environment; at the stage of design, improvement, implementation or operation, as well as leading to cultural changes of process contractors [ 34 ]. The concept focuses mainly on changes in the implementation of processes that go beyond IT and relate to reducing the negative impact on the environment, using fewer resources, reducing CO 2 and greenhouse gas emissions, as well as caring for the well-being of employees and other interested parties. Not only technical aspects but also management and those related to organizational culture play an essential role here. It requires an integrated approach and the introduction of significant changes of different natures.
The implementation of the company’s business processes plays a vital role in contributing to the carbon footprint that the organization leaves in the environment [ 35 ]. Today, the challenge is the implementation of processes that reconcile the conflict between human activity as well as the natural and social environment. Therefore, BPM is environmentally sustainable and focuses on understanding and improving the company’s business processes [ 36 ]. In green BPM, more attention is paid to the environmental effects of business processes [ 9 ] and their optimization considering the ecological dimension and striving to support environmental goals [ 8 ].
According to Seidel et al. [ 9 ], companies’ sustainable development can be perceived as a goal of action and a tool for managing changes within the implemented business processes. It concerns understanding, documenting, modeling, analysis, simulation, implementing and introducing continuous changes in business processes, with particular emphasis on the environmental consequences of process implementation. Murugesan [ 37 ] proposes a comprehensive approach that follows four complementary pathways: use of green resources, green disposal, green design, and green production. In practice, it covers environmental sustainability projects and strategies, including data center design and location; energy-efficient processing, such as energy management and virtualization; responsible and regulatory-compliant disposal, recycling, and pollution prevention practices; and the use of green metrics, assessment tools, and methodologies like the ISO 14001 standard for efficient practice. However, Sohns et al. [ 41 ] indicated that while many organizations have put considerable effort into reducing the environmental impact of their business processes, the operational aspects of green BPM are poorly developed. The dominant barriers are limited availability of time, lack of resources, expertise, and knowledge, high implementation costs, and bureaucracy, and resource consumption and emissions are measured, monitored, and utilized by only a limited number of SMEs.
Bocken et al. [ 38 ] define green BPM as “a sustainable business model of innovations with a significant positive environmental impact.” In turn, Maciel [ 39 ] describes green BPM as the result of combining the concept of sustainable development and BPM. Therefore, it defines them as BPM that generates business value with minimal impact on the environment and therefore does not violate the availability of environmental resources for future generations [ 40 ]. Hernández-González et al. [ 40 ] stated that implementing the green BPM concept is usually associated with achieving two goals: reducing the negative impact on the natural environment and introducing cultural changes that promote specific values and attitudes among members of the organization.
Couckuyt and Van Looy [ 15 ] extensively reviewed the definition of green BPM concerning information systems and sustainable BPM. The same authors also propose their definition of green BPM and stated that it “extends the optimization of cost, quality, time, and flexibility of business processes with an environmental sustainability dimension.” Green BPM is concerned with modeling, implementing, optimizing and managing business processes with particular attention to their environmental implications while not overlooking organizational capabilities such as culture and structure.
Assuming that every business process has an environmental impact to some extent and can be considered in terms of energy consumption, water use of other resources, greenhouse gas emissions, carbon footprint and waste production, etc., a new approach to business process management has been proposed. As a result, while improving processes, such solutions are implemented, which, on the one hand, will contribute to economic success, but on the other hand, will take into account the ecological and social aspects, balancing the perspective of economic efficiency and environmental considerations. The environmental friendliness of a business process is the degree in which the process is carried out in terms of environmental impact, energy consumption, use of resources and/or recycled, the allocation of the required amount of resources and their use, greenhouse gas emissions and waste production and destination. Transitioning to green BPM and institutionalizing it in the long term requires a set of specific management mechanisms and the definition of new roles, duties, competence and responsibility. It can be introduced following the plan-do-check-act cycle in connection with management activities and cultural changes promoting specific values, thinking, and attitudes among process managers and contractors.”
Wrong choices can negatively affect the environmental, economic, and social spheres [ 11 ]. Sohns et al. [ 41 ] identified barriers that hinder the implementation of green BPM in SMEs, the main ones being limited time availability, lack of resources, knowledge and experience, high implementation costs and bureaucracy. In the case of ZGO, implementation was forced by external factors such as changes in law regulations, as well as knowledge and experience.
As pointed by Shibamoto [ 42 ], companies are focused on managing day-to-day cash flow and less long-term profits or solving social problems. ZGO is a not-for-profit organization that should serve the local community.
Taking into account the critical success factors of BPM, such as strategic management, applied methods, information technology, people and organizational culture [ 39 ], the critical capabilities required in green BPM can be identified. They can help design improvements in business processes from the perspective of reducing the negative impact on the natural environment.
In order to ensure a compromise between economic and environmental objectives, green BPM proposes to extend the classic KPIs with ecological indicators (KEI). It becomes crucial to define them concerning the strategic goals of the organization, identification and selection of methods of their measurement, obtain information about the impact of the processes being carried out on the environment and society as well as indicate the possibilities for improvement.
The key capabilities required in green BPM can be indicated. They can help design improvements in business processes from the perspective of reducing the negative impact on the natural environment. Various researchers point out the need to use KEI [ 8 , 15 , 16 , 33 ]. The priority here is to define new strategic goals for the company, adjust new indicators and plan new measurement methods and aggregation of KPI and KEI.
Table 1 presents the perspective of BPM elements from the green BPM. They can help design improvements in business processes from the perspective of reducing the negative impact on the natural environment.
This study employs a case-based research methodology [ 43 , 44 , 45 ]. One of the main advantages of case studies over other methods is collecting evidence from multiple sources (triangulation) [ 46 ]. Most remarkable characteristics of case studies is that they study phenomena in their natural environment in the real environment [ 43 ]. Due to case studies, both complex and rich, detailed social processes can be studied from a holistic perspective [ 47 ].
To understand the researched phenomenon as well as possible, which currently exhibits dynamics different from the conditions mentioned above and is very up-to-date, the article adopts the method of a single case study. The main research intention was to recognize the current phenomenon in real conditions at an early stage of knowledge in a given research area [ 48 ]. The pragmatic criterion of data availability dictated the purposeful selection of the case. The criterion related to ensuring data reliability, the possibility of conducting research in the enterprise with data triangulation and maintaining scientific independence were considered. Following the statement that a process implemented by an enterprise can be a research object [ 49 ], attention was paid to improving processes following the green BPI approach. The study was intended to describe a specific situation and the mode of action and to identify key, distinctive problems that a given case highlights [ 48 ]. The study was descriptive. The "gaps and holes" approach was adopted, in which theory is the starting point for research design [ 50 ]. According to Yin [ 48 ] the adopted framework determined by theory defines the research question, the direction of the data search and the analysis method. It is worth emphasizing that variables and the research question "how and why" can be modified during the work. According to Ridder [ 50 ], gaps and holes were revealed and after identification within the existing theory, are "filled" with empirical data. This approach can be used both to develop the theory and test it. Theory development refers to phenomena that are already partially described and understood.
The source of information was semi-structured interviews with senior executives and other board members from the company’s management, based on open-ended leading questions and documents about the company. Interviews with respondents lasted about 60 min and included detailed notes. The interviews took place from December 2021 to May 2022 and concerned all areas of activity of the analyzed company. The interview began with collecting data about each of the respondents, i.e., their position, length of service in a given organization, how many years they have been working in a given position and their responsibilities.
Respondents were asked to present the audited entity’s characteristics to obtain basic information such as the subject of activity, the scope of activity, legal and organizational form, time of operation on the market, source of capital, number of employees and applied management concepts and methods. Respondents shared their organization’s experience in business process improvement (scope of business process improvement, implementation/ participation in process improvement projects). They were also asked about the implementation of business process improvement. In this case, the emphasis was placed on the premises for improving business processes (environmental, economic and social); methods used to improve business processes (what technological changes); planning activities to improve business processes (such as projects, investments, optimization, modernization); selection of processes for improvement (RDF, composting, digestion and which processes are most important and why). Questions were asked about the implementation of business process improvement (decision on the project initiation and realization; source of the finance for the projects, feasibility study, a study on conditionality) and then about the assessment of the benefits obtained from the point of view of the three pillars: environmental, economic and social. The study considered the perspective of one selected company. Finally, the respondents were asked to identify problems that hinder the improvement of processes (e.g., still large amounts of waste sent to the landfill, the exhausting capacity of the environment, energy purchase costs, RDF fees, increase in environmental fees, low effectiveness of educational activities, low social awareness in sorting). Respondents were also asked to list the factors that favor and hinder the improvement of business processes. Ten people from different levels of company management (top, middle and lower) were interviewed. The top management was represented by the Plant Director, who provided general information on the projects underway and the company’s ownership structure. The Mechanical Waste Processing Department manager and his deputy represented the middle management level, who provided data on the sorting plant and the RDF line. The landfill manager was also part of this group. Information on the electricity balance and historical data, i.e., before 2015, was obtained from him. The Head of the Biological Waste Processing Department provided information on the functioning of the fermentation department and composting plant, including electricity production since 2015. The Sales Manager was also interviewed, which provided data on the sale of raw materials. The lower level was represented by the Sorting Foremen (2 persons) (information on the Sorting Cabinet and the RDF line); records and reporting specialists (2 persons) (amounts of accepted and processed waste).
In addition, data from the company’s internal reports, electricity invoices, project implementation reports, data on waste data records, as well as sales statements were analyzed.
The questions asked provided information on:
the amount of waste generated in the region where the company is found,
projects (activities) aimed at expanding the company’s existing infrastructure and introducing new innovative technologies to better manage the current waste in the period from 2000 to 2022,
implementation of new technology in the company enabling the management of new waste (expansion of the enterprise’s activity),
defining the company’s strategic goals on the environment, economic and social aspects,
defining indicators related to the environment, economic and social aspects that help achieve the strategic goals of the company related to functioning as a green BMP,
establishing KPIs and methods of measuring them to verify the achievement of the planned goals,
comparison of the values of indicators (environmental, economic, social) before the introduction of improvements in the described enterprise, also after the implementation of the first, second and third projects,
The purpose and legitimacy of conducting the information and educational campaign as part of the project.
Consequently, retroactive data were collected in real-time to ensure the validity of external and internal data [ 51 ]. However, the information about the number of sorting personnel, the layouts of the processing lines, the composition of MSW and recyclable materials, the specifications of the equipment, the process mass balance and financial details, e.g. maintenance costs, income, revenue, etc. were classified as internal/confidential data, thus it could not be presented in the study.
The respondents explained uncompleted questions via email and telephone. Case studies are rich empirical descriptions of specific phenomena based on various data sources [ 52 ]. To gain additional insights and improve the accuracy of the conclusions, the authors analyzed the company website and reports on the completed projects.
The presented municipal waste treatment plant, ZGO, is in Lower Silesia (NUTS2), Poland.
The owner of the MWPT is the local government (NUT5 region), co-owners are three partners: 1. Ecological Association of Municipal Waste Management "EKOGOK"; 2) Ślęza-Oława Inter-Commune Association, 3) Jelcz-Laskowice [ 53 ]. It serves approximately 260,000 inhabitants from 17 communes (NUTS5): cities: Oława, Brzeg; communes: Oława, Lubsza, Skarbimierz, Żórawina, Domaniów, Czernica, Cieplowody, Przeworno, Borów; urban–rural communes (Jelcz-Laskowice, Siechnice; Bierutów, Strzelin, Wiązów, Ziębice) [ 54 ].
It is not a commercial entity, a not-for-profit organization, meaning it does not earn profit for its owners. The owners care about keeping the price as low as possible for residents, and all money earned through pursuing business activities or donations goes back into running the organization and only covers operating costs.
ZGO has all the necessary decisions and permits to operate [ 55 ]. The level of decision-making in communes was delegated from the central to the local government. That means that decisions in the entity are made on local levels by local government.
The main responsibilities of ZGO is the management of waste other than hazardous and inert, production of electricity and heat from biodegradable waste, waste sorting (selective collection and municipal waste), recovery of bulky waste, transfer of separated waste for recovery and recycling, neutralization of waste by depositing it in a landfill, sale of secondary raw materials: paper (newspaper mix); cardboard; plastic packaging (PET) by color: colorless, blue, green, mix; household chemicals; mixed foil; mixed glass packaging; aluminum can; steel can; combustible waste (RDF alternative fuel); batteries [ 53 ].
Regulations for the provision of waste acceptance and management services are clearly defined [ 55 ]: the service price lists [ 56 ], general conditions of sale of raw materials [ 57 ].
In 2020, Lower Silesia region has the highest indicator of the amount of municipal waste generated per capita in Poland (400 kg/capita with the national average being 342 kg/capita) [ 30 ]. MWTP has been operating since 1999. It serves a region inhabited by more than 250 thousand people, although it should be emphasized, that there is currently no regionalization of waste management in Poland.
The enterprise operates following the applicable provisions of Polish law, including the Act of Waste (14.12.2012), on waste and the relevant ordinances of the Minister of Climate and Environment (formerly the Minister of Environment), European Union directives, assumptions of the National Waste Management Plan, and Provincial Management Plan Waste. However, the latter is planning, not decision-making, for implementation process changes. They specify the necessary infrastructure for municipal waste and the processing capacity to prevent and manage this waste, ensuring the achievement of the objectives set out in the regulations.
From the beginning, the company has been consistently developing the waste treatment process and systematically introducing improvements to the processes.
During 2000–2002, the plant was expanded, a waste sorting line was launched and a composting facility was made available. Behind that decision were law regulations changes [Environmental Protection Law; (OJ L, 62, item 627, 20.06.2001); Act on Waste (OJ L, 62, Item 628, 27.04.2001]..
In 2008 Directive 2008/98/EC on waste and repealing certain Directives (OJ L 312, 22.11.2008, pp. 3–30) and the company needed to adjust to this regulation. In December 2008, the Ślęza-Oława Inter-Commune Association (owner then) commissioned the development of full documentation for extension and modernization. In June 2009, the General Meeting of Shareholders of the Company decided to accept the extension and modernization for implementation. Waste management system Ślęza – Oława”, co-financed from the Cohesion Fund under the Operational Program Infrastructure and Environment and by the National Fund for Environmental Protection and Water Management, project value was PLN 129,598,908 (gross). The value of the co-financing was PLN 61,707,457 [ 58 ].
The planned investment included: an installation for processing biological waste in fermentation and oxygen stabilization, a modern sorting line and an alternative fuel production line (refuse-derived fuel, RDF). In 2009 ZGO was the first plant in Poland that used two optopneumatic separators to sort plastic and paper waste. In the second half of 2011, the General Meeting of Shareholders of the Company decided to carry out construction and installation works for individual installations as part of the expansion of the mechanical and biological parts of the plant.
In June 2012, the Lower Silesian Voivodeship authorities adopted a resolution on the implementation of the Voivodeship Waste Management Plan [ 58 ], in which the ZGO installation was recognized as the Regional Municipal Waste Processing Installation for the eastern region of the Voivodeship Waste Management Plan for the Lower Silesian Voivodship, inhabited by over 250,000 residents.
Later on, still changes in law requirements appeared. For example, the Waste Act has been amended and the Ordinance of the Minister for the Environment of 29th December 2016 on the detailed method of selective collection of selected waste fractions has been implemented. This regulation was the reason for further expansion of the entity.
As a consequence, in 2017–2019, the company implemented a project co-financed by the EU funds called "Optimizing processes and adjusting the plant to operate in a circular economy." under Priority Axis No. 4 "Environment and resources" Measure No. 4.1 "Waste management" of the Regional Operational Program for the Lower Silesian Voivodeship 2014–2020 Project value was PLN 25,667,214.09 (gross). Co-financing value amounted to PLN 16,978,839.38 [ 59 ].
The National Fund for Environmental Protection and Water Management [ 60 ], was responsible for both projects implementation and monitoring (the national level of governance).
As part of the project, modern equipment was purchased for the sorting process and a refuse-derived fuel – RDF production line with fuel-drying equipment was equipped with new machines. The construction of a bulk waste warehouse with a recovery segment and a warehouse for waste recovery and selectively collected waste was also started. A line was launched for the thorough cleaning of selectively collected biowaste. An information and educational campaign were also carried out, addressed to residents of the municipalities from which the waste processed by the MWTP originates. The MWTP’s expansion aimed to adjust the waste treatment process to changes in the waste morphology and introduce a large-scale separate collection system.
Considering Commission Implementing Decision (EU) 2018/1147 (10.08.2018) establishing best available techniques (BAT) conclusions for waste treatment, under Directive 2010/75/EU of the European Parliament and of the Council (OJ L, 208/38); in 2020, an EU project called “Implementation of new waste treatment and recovery processes to increase the levels of recycling” meets the environment’s needs, such as the need to combat climate change and adapt to the best available techniques (BAT) conclusions. Plant development project POIS.02.02.00–00-0036/18–00 under Measure 2.2 Municipal waste management priority axis II Environmental protection, including adaptation to climate change of the Operational Program Infrastructure and Environment 2014–2020. The total cost of the Project PLN 85,070,928.13 gross, co-financing value of PLN 47,243,141.42 [ 61 ].
The project involved the modernization and expansion of the installations and facilities on the enterprise’s premises. It is expected that as a result of the project, the amount of landfilled municipal waste should be reduced, and the amount of waste processed and recycled is to increase.
As a result, a complex mechanical and biological waste treatment plant was established, for which a schematic diagram of the management of unsorted (mixed) municipal solid waste (MSW) is presented in Fig. 1 .
Schematic diagram of mixed municipal waste management in the analyzed plant
It was also assumed that project implementation would improve the natural environment condition in the region and beyond, mainly through:
Increasing the recovery and recycling of waste,
Production of compost from biodegradable waste, which should reduce the use of artificial fertilizers,
Reducing the use of natural energy resources through the production of electricity and heat from biogas,
Increasing awareness of the local society through educational campaigns and activities to prevent waste generation.
An essential element of this project was to conduct educational and information workshops in educational institutions and prepare a waste management guide. The implementation of the project goals defined in this way relates to all installations used in the enterprise for waste processing. In connection with all of the above, it was planned, among other things, the expansion of the sorting plant with a second reception hall and a sorting line for collected source waste.
Before process investment (Fig. 1 ) in 1999, when the whole amount of municipal solid waste collected by ZGO after manually sorting valuable raw materials was sent to a landfill.
In the next stage of Green BPM improvement (Goal 1, Fig. 1 ), a sorting facility with two optopneumatic separators was introduced into the process, which allowed for higher recovery of valuable materials (from 2 to 5%) and a caloric fraction (5%). However, most of the waste was still sent to the landfill. Compost and the rest fraction were more than 75% of the treated waste.
The MWTP was expanded to process more efficiently with the introduction of waste collection at the source (Goal 2). This process improvement caused the reduction of the landfilled waste amount. The process development included (1) increasing the number of optopneumatic separators to five; (2) building an RDF production hall and (3) an anaerobic digestion facility (dry, continuous digestion in thermophilic conditions with yearly capacity 32,000 Mg). This improvement aimed to obtain the level of landfilled rest fraction after waste sorting to be no more than 35% (Goal 2). As a result, OFMSW and rest fraction amount decreased and caloric fraction increased to 10%. However, the process still needed to be improved because of the amount of landfilled waste.
Produced RDF was characterized by its low quality because of its very high water content. The low quality of RDF fuel caused problems with selling it; the selling price was too low compared to the production costs. This poor quality was the reason behind the business operator’s decision to purchase the drying RDF. Introducing the drying process of RDF also reduced the waste volume sent to the landfill (e.g., sorting ballast or bulky waste) by using them as components for RDF.
During the most recent expansion of the plant (Target, Fig. 1 ), a sixth optopneumatic separator for separating PET bottles into colors was installed and a ballast sorting line was constructed and introduced into the process to reduce the amount of landfilled rest fraction to less than 27% together with caloric fraction increase to 15%.
It can be seen that the sorting effect of the sorting line is not easily improved. However, it was observed that the total and processing capacity had been improved (Fig. 1 ). Also, when we assume that the efficiency of the sorting line is the amount of the recovered secondary raw materials which was sold,and it is increasing (Table 2 ). What is more, comparing data on the volume of sold raw materials before (2011) and after (2020) process improvement, it was more than 220%.
Changing the sorting method by residents (at source) was forced by law regulations (Regulation of the Minister of the Environment, 29.12.2016 on the precise method of selective collection of selected waste fractions (OJL of 2016, item 19), in which it was indicated. that municipal waste is subject to separate collection and that it is collected separately: glass. paper. metals. plastics and biodegradable waste. with particular emphasis on bio-waste. Its last update took place in May 2021: Regulation of the Minister of Climate and Environment (10.05.2021) on the method of selective collection of selected waste fractions (OJ L 2021, item 906), which provides for the selective collection of fractions: paper, glass, metals, plastics, multi-material packaging (these three can be collected together) and biowaste.
The regulations mentioned above caused the introduceda separate waste collection system. For example, "door-to-door" in the case of rural and single-family housing and assuming disposal in various standard bins regarding multi-family housing is bringing the expected results. It should also be noted that ZGO organized informative campaigns about separate waste collection, with each development addressed mainly to children and adolescents.
Process improvement of effected on electricity consumption and production and recovered secondary raw materials during process development in ZGO is presented in Table 2 . In terms of energy, it has been observed that process improvement needs more energy (an increase of 364.21% when comparing 2011 versus 2020). The increased demand for energy was related to new equipment and facilities in the whole treatment process, e.g., the number of conveyors increased from about 10 to about 100 in this time; furthermore, the RDF production line and RDF drying line which require much energy were installed. On the other side, introducing anaerobic digestion into the process and better separating the waste biodegraded generated more energy and less was purchased. Additionally, there was a decrease in the maximum adsorbed power during the analyzed period.
Furthermore, the introduction of the RDF drying process allowed for improved fuel quality and enhanced cooperation conditions with the cement plant. The parameters of wet and dried RDF were presented in Table 3 .
Considering changes in electricity consumption it can be assumed that the company development was mainly possible thanks to the AD facility and its own electricity and heat generation. In addition, the last analyzed development was also aimed at increasing the biogas yield by introducing biowaste (from approx. 105m 3 to 111 m 3 per ton) and its losses reduction (e.g., additional biogas storage tank).
In order to present the activities undertaken by the analyzed company, it should be looked at from the economic, environmental and social perspectives (Table 4 ). We rely on the model proposed by Zaman [ 62 ].
The MWTP focus on environmental aspects and implementing the described projects caused specific effects. Their interpretation is based on the adopted strategic goals, KPIs and measurement methods presented in Table 4 . The goals achieved are compared to the base value before the investment process. It can be seen that the strategic goal, which was to improve the technological process by increasing investments in waste processing technologies, was achieved to the highest degree. There is a significant improvement in the recycled materials used and a visible increase in revenues related to the dimensions of sustainable development.
Furthermore, a 50% reduction in CO 2 produced was reached compared to the baseline value, which entailed an improvement in the use of renewable sources. However, the low return on investment is due to the local government ownership of the waste management plant, which is not-profit-oriented and only covers operating costs. Social goals, such as establishing relationships with stakeholders, increasing employee satisfaction and introducing social marketing policy, are also partially or not entirely achieved. Obtained values of social indicators mean that the social area should be focused on managing in MWTP. Social indicators might also be an interesting area for future research in other case studies.
The article assessed the operation of a municipal waste treatment plant (MWTP) from the perspective of green business process management (Green BMP) solutions. It discusses the processes implemented at the MWTP, with particular emphasis on the process of mechanical processing (sorting) of waste, including the reuse and recycling of materials, composting, and energy production via anaerobic digestion, landfill storage, and efficiency parameters of the sorting line.
As for research question RQ1, it was observed that in the analyzed municipal waste treatment plant, the share of renewable energy grew with each completed investment project. Before the anaerobic digestion facility construction, all electricity was purchased, which in Poland is practically from burning coal. The biogas recovery in CHP units allowed MWTP to produce a significant part of electricity demand through renewable sources (Tab. 2 ). The waste management improvement and resource recovery have fostered technological developments.
The introduced changes resulted mainly from the changing external conditions of MWTP’s operation, such as changes in legal regulations, development of technology, and increased public awareness of climate change. The literature recognizes the relationship between many external factors and waste management development [ 63 ]. These factors include waste legislation and infrastructure (e.g., landfill taxes, local duty rates, waste management efficiency, and strict waste policies). However, it should be noted that the efficient operation of waste management systems requires enormous investment and labor. Therefore, when designing waste disposal technology, economic benefits are most often put in the first place [ 62 ], which can be considered an obstacle to Green BPM.
Sohns et al. [ 41 ] identified barriers that hinder the implementation of Green BPM in SMEs, i.e., limited time availability, lack of resources, knowledge and experience, high implementation costs, and bureaucracy. In the case of ZGO, implementation was forced by external factors such as changes in law regulations, as well as knowledge and experience.
As pointed out by Shibamoto [ 42 ], companies are focused on managing day-to-day cash flow and less long-term profits or solving social problems. ZGO is a not-for-profit organization that should serve the local community.
As for the research question RQ2, the processes implemented at the MWTP were analyzed, with particular emphasis on the process of mechanical processing (sorting) of waste, including the reuse and recycling of materials, composting, incineration and energy production, landfill storage and efficiency parameters of the sorting line. An attempt was made to assess the waste management system’s sustainable dimension, considering the costs incurred, the results obtained, and the social and environmental perspectives. It corresponds to the statement that a comprehensive view of business is impossible without omitting social and environmental aspects, and emphasizing only the economic aspect does not reflect the diversity of processes in the company.
The results show the relationship between the economic efficiency of the implemented processes and environmental efficiency. Before the construction of the biogas plant, all electricity, which in Poland comes from burning coal, was purchased. The structure of the biogas facility allowed to cover the demand for electricity from renewable sources. Generating own electricity and heat resulted in savings. At the same time, sorting line development affected an increment in the volume of raw materials and the company’s revenue.
Regarding research question RQ3, the analysis included costs, environmental criteria, and key environmental indicators. It has been noticed that despite progressing development and investment in MWTP, some indicators are not monitored, especially social factors. It is worth mentioning that factors such as population, amount of waste generated, human behavior, local waste management practices and urbanization are crucial to designing waste management systems [ 62 ]. It can be said that the higher the ecological awareness of the society, the more pro-ecological activities can be expected from people and institutions generating waste. Undoubtedly, regulations enforcing specific waste segregation methods and implementing business processes by waste disposal plants may play a primary role in this regard. The need to consider environmental indicators in the decision-making system of companies dealing with waste management and implementing green processes seems indisputable. Elements of environmental management should be included in all stages of business process management, such as planning, measurement and improvement. These are indicators relating to process inputs (e.g., rational use of raw materials, materials, energy) and those relating to outputs (reduction of waste and emissions) while maximizing the reuse of waste [ 64 ]. At the same time, it can be noted that there is still very little analytical data available on the interdependence of social, economic and environmental requirements for waste management systems [ 62 ]. In the analyzed MWTP, indicators verifying progress in this area could be used to a greater extent: the degree of energy recovery, recycling and reuse of materials, implementation of policies similar to reducing the emission of harmful substances or landscape design, including tree planting. These indicators should help measure progress toward sustainable development and show environmental, social and economic impacts.
Introducing indicators other than financial ones is not easy to implement. Rajnoha et al. [ 65 ] conducted a sample analysis of all relevant sectors (164 companies). They showed that only traditional financial indicators influence the overall results. While the use of the balanced scorecard method was envisaged, the system initially focused solely on economic indicators based on accounting data from previous years. While enterprises do not operate in a closed system of relationships but in a dynamically changing environment, it is necessary to look at the functioning of business differently and consider its nature. Attention was paid to non-financial indicators and more complex systems supporting business results, emphasizing the strategy and business goals (concerning technological innovation, environment, social aspects, and IT). However, some limitations remain, especially in combining economic, environmental and social outcomes.
Regarding research question RQ4, it should be emphasized that waste disposal, recycling management and energy generation are challenges for many companies in developing economies, including Poland. Despite the perceived depletion of natural resources, the decline in biodiversity and observed climate change, the global economy continues to contribute to increased production and consumption worldwide. In this situation, economic, social and environmental factors significantly impact the development of waste management [ 62 ]. Waste management is a complex system with different impact aspects, and its functions are also dynamic and interdependent. Recovery of resources from waste is one of the primary goals of waste management systems in developed countries. The development of the presented MWTP should also go in this direction. Many companies today focus on waste-to-energy technology, but for Eastern/Central European countries, the priority is low-cost options. However, advanced waste management systems are associated with various environmental and socio-economic problems. Due to the development of awareness about environmental pollution and the various consequences of climate change, a sustainable waste management system is required, which is relatively difficult to achieve.
To further enhance its environmental impact, the MWTP could consider expanding the waste-to-energy technology to increase the efficiency of energy generation from waste, thereby reducing reliance on fossil fuels and lowering greenhouse gas emissions. Implementing advanced composting methods can improve the quality and efficiency of compost production, enhancing soil health and reducing the need for chemical fertilizers. Increasing the recovery of valuable materials from waste, such as metals and plastics, through improved sorting and recycling technologies can reduce the extraction of raw materials and promote a circular economy. Adopting and rigorously applying ISO 14001 standards for environmental management can systematically mitigate environmental impacts, ensure regulatory compliance, and improve overall sustainability practices. Enhancing community outreach programs to educate the public on waste reduction, recycling, and the benefits of composting can lead to better waste segregation at the source and higher-quality recyclable materials. Establishing a robust system for monitoring and reporting environmental performance, including regular assessments of energy use, emissions, and resource recovery rates, can inform continuous improvement efforts.
By focusing on these areas, the MWTP can further its commitment to green BPM, resulting in positive environmental changes such as reduced emissions, improved resource efficiency, and increased community engagement in sustainable waste management practices. These targeted improvements will help the MWTP meet regulatory requirements and contribute significantly to the broader goals of environmental sustainability and climate change mitigation.
Future improvement directions should include educating households about the importance of reducing waste, increasing recycling rates, and composting. Public education that raises ecological awareness directly impacts the minimization of MWTP’s negative environmental effects. Research conducted by SEC [ 66 ] indicates that in 2022, Poland saw a significant increase in public awareness related to the value of sustainable development (ESG), but it still remains significantly below the global average. A well-planned advertising campaign can also play a significant role, as its message can influence the attitudes and behaviors of the local community regarding waste generation and segregation methods. The potential of social marketing to shape desired social behaviors is very large. Research shows [ 67 ] that the high awareness of the importance of separating waste could further be strengthened through the tools of social marketing as a factor for social change. Changing people’s attitudes, mindset, and behaviors is the way to positively impact the environment, Changing people’s attitudes, mindset, and behaviors is crucial to positively impact the environment [ 68 ]. This applies not only to promoting individual environmentally-friendly lifestyles, but also in the context of building support for systemic changes so that each entity (e.g., at the individual and business level) behaves in accordance with ecological values [ 69 ].
The development of green BPM can take place in stages. Such transformation should be planned and structured, considering the needs of various stakeholders, including the local community. The change towards green BPM requires that all process improvement initiatives align with the organization’s strategic goals, considering the process architecture and the operational plane (implementation of changes). There is a close relationship between process architecture, process management across the organization, redesigning business processes in a "green" direction and adapting technological changes. Sustainable development issues usually involve a combination of three pillars: economic, social and environmental [ 70 ]; the decision-making approach should consider and integrate all three. These aspects may lack relevant data, have multiple (sometimes controversial) goals, or have different stakeholders responsible and interested in achieving those goals. It is also difficult to talk about the advantage of one group over the other.
The approach to gain empirical insights into how Green BPM is implemented at different maturity levels in manufacturing SMEs was applied. The business sustainability practices of waste management in Eastern/Central European countries focus on low-cost options. There are vast discrepancies in waste management performance across different regions.
Different factors influence whether companies integrate economic, social and environmental indicators into their performance management system. Larger companies and companies in environmentally low-impact industries generally integrated more sustainability indicators into their performance management systems, especially if sustainability managers considered them important to performance. Large companies and companies from environmentally high-impact industries integrated social, but generally not environmental indicators into their performance management systems. Conspicuously, whether or not an indicator was included in corporate sustainability reports did not influence its integration into a company’s performance management system. The results thus highlight the lack of synergy between external corporate sustainability reports and internal sustainability performance management, which organizations need to address to become more sustainable.
Furthermore, it is imperative to acknowledge the limitations within the research, which can impact the extent to which these findings can be generalized. The study primarily shows the perspective of a single selected company, which naturally restricts the broader implications of the introduced changes across the entire network of connections. An intriguing avenue for future research lies in exploring the comprehensive effects of these alterations, including a thorough assessment of the CO 2 emissions associated with utilizing the produced RDF throughout various sectors. Regrettably, due to the case study design, it was confined to the examination of a solitary company. As a result, the authors could not provide information regarding the specific CO 2 emissions resulting from using RDF as a fuel in cement plants.
Moreover, the study encountered constraints stemming from the unavailability of specific data. The company deemed some data confidential and proprietary, precluding their inclusion in this research. These classified data were, therefore, omitted from the study, limiting our ability to present a complete and comprehensive analysis.
The MWTP’s performance has been monitored for 12 years while the financial and environmental impact of the implementation of green BPM has been studied. This paper has shown a successful implementation of BPM, with promising results when it comes to costs and material savings. The study also shows how implementing green BPM makes the municipal waste treatment company environmentally aware and economically feasible. These results must be interpreted cautiously because this case study deals only with the Polish municipal waste treatment plant. The authors are aware that their case study is limited and may not represent Polish waste treatment plants and that the conclusions may not be transferable to other settings due to the difficulty of replicating the results. The case study’s findings are expected to inspire other waste treatment plants to adopt green BPM. Perhaps the following case study will help raise awareness and promote the implementation of green BPM in municipal plants in Eastern and Southern Europe. Future research is needed to confirm statements among other companies to get more representative results. It is extremely important to verify the implementation of green BPM because of a lack of practical knowledge on this subject. Our research fulfills the gap in practical studies in implementing green BPM. Various factors drive the trends in the development of waste treatment technology. Their identification is essential to understanding and planning the design of a new system in the waste management sector. However, the development of waste technology also involves other issues, such as changing personal and social viewpoints. Therefore, the MWTP still needs to develop the green BPM approach; it still does not implement such strategic goals as increasing social awareness, the impact of human behavior, local management practices and the introduction of social marketing. To further minimize its negative environmental impact, the MWTP should consider several specific directions for improvement. First, expanding waste-to-energy technology can increase the efficiency of energy generation from waste. Second, implementing advanced composting techniques can enhance the quality and efficiency of compost production. Third, increasing the recovery of valuable materials from waste through improved sorting and recycling technologies can foster a circular economy. Adopting ISO 14001 standards can reduce environmental impacts, ensure regulatory compliance, and enhance sustainability practices. Enhancing community outreach programs can lead to better waste segregation and higher-quality recyclable materials. Finally, establishing a robust monitoring and reporting system for environmental performance can support continuous improvement efforts.
These targeted improvements will help the MWTP meet regulatory requirements and significantly contribute to broader environmental sustainability and climate change mitigation goals. The positive outcomes of these efforts include reduced emissions, improved resource efficiency, and increased community engagement in sustainable waste management practices.
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Małgorzata Agnieszka Jarossova acknowledges support provided by project VEGA no. 1/0398/22 “The current status and perspectives of the development of the market of healthy, environmentally friendly and carbon-neutral products in Slovakia and the European Union.” funded by The Ministry of Education, Science, Research and Sport of the Slovak Republic.
Renata Brajer-Marczak, Przemysław Seruga and Małgorzata Krzywonos declare that there was no funding for this study.
Agentúra Ministerstva Školstva,Vedy,Výskumu a Športu SR,1/0398/22,Małgorzata Agnieszka Jarossova
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Renata Brajer-Marczak
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Przemysław Seruga
Department of Marketing, Faculty of Commerce, University of Economics in Bratislava, Dolnozemská Cesta 1, 852 35, Bratislava, Slovak Republic
Małgorzata Agnieszka Jarossova
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Brajer-Marczak, R., Seruga, P., Jarossova, M.A. et al. Green business process management in a Polish municipal waste treatment plant-regional case study. J Mater Cycles Waste Manag (2024). https://doi.org/10.1007/s10163-024-02025-2
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Warning! This article contains SPOILERS for Criminal Minds: Evolution season 2, episode 7.
Criminal Minds: Evolution season 2, episode 7 continued its trend of disturbing episodes with a new case unrelated to “Gold Star,” while Emily reached out to an old friend with a unique connection to the BAU. Criminal Minds: Evolution season 2, episode 6 was one of the most chilling episodes of the season thus far thanks to Rossi’s dream about Emily and Voit. Yet, season 2, episode 7 managed to raise the level of Criminal Minds: Evolution’s creep factor with its unsub and a shocking plot twist.
The show has a long history with unsettling unsubs, as evidenced by the mention of Tommy Yates in Criminal Minds: Evolution season 2 , episode 6. The series often takes inspiration from real-life cases, and some episodes may keep viewers up at night. Criminal Minds: Evolution season 2, episode 7 reminded viewers of some of the best Criminal Minds episodes by somewhat pushing the “Gold Star” storyline to the background to focus on a single-episode case that will stick with viewers and the BAU team.
There are Criminal Minds episodes that are both reasonably straight copies of real killers as well as episodes using real-life cases as a reference.
Voit had his lawyer uncover a chest for damien at the end of criminal minds: evolution season 2.
As aforementioned, unlike previous episodes of Criminal Minds: Evolution season 2, the spotlight wasn’t on the “Gold Star” case. Thus, there wasn’t much to do with Voit in Criminal Minds: Evolution season 2, episode 7. He appeared in just a few scenes, but his final scene could spell major trouble for the BAU in the upcoming episodes. In Criminal Minds: Evolution season 2, episode 5 , Voit secretly meets up with Damien about “North Star,” which Rossi later discovered was the BAU.
Yet, Rossi and the team still don’t know about the meeting between the serial killers. It’s clear that Voit has been playing the team, and the end of Criminal Minds: Evolution season 2, episode 7 revealed just how much power he still has behind bars. Voit convinced his lawyer to dig up a chest, not knowing what he was digging up or what was in it.
Damien, Jade, and "Gold Star" team members haven't appeared since Criminal Minds: Evolution season 2, episode 5, suggesting a grand return in the next episode.
Voit told him the chest needed to be delivered to Damien, and he wasn’t supposed to look inside. However, Voit also gave his lawyer the code (4-0-0-8), and as soon as their phone call ended, the lawyer opened it. Voit likely gave the warning as a test, knowing his lawyer would be too tempted to leave it locked, but Criminal Minds: Evolution season 2, episode 7 didn’t show the chest’s contents. It’s been hinted that it contains Gideon and Rossi’s “White Paper,” but Voit has shown viewers must expect the unexpected.
The gold star program was created by an epigenetic study.
Criminal Minds: Evolution season 2, episode 7 was directed by Aisha Tyler, who has played Dr. Tara Lewis since Criminal Minds season 11 . This is the fourth Criminal Minds episode Tyler directed, the first being the memorable season 13 episode, “The Bunker.” Thus, it wasn’t surprising that Tara played a smaller role in Criminal Minds: Evolution season 2, episode 7, with all her scenes taking place at Quantico.
Matthew Gray Gubler hasn't returned for the Criminal Minds reboot. However, fans can still appreciate the several episodes he directed.
This doesn’t mean her role wasn’t important, as she broke down important parts of the “White Paper” and how epigenetics is connected to the “Gold Star” case. As Tara explained, the epigenetics field revolves around the question of how environmental factors affect genes, which gets “ bananas ” regarding mental illness. Whoever created the “Gold Star” program did it as an epigenetic study.
The “White Paper,” which was never meant to be published, included a hypothetical scenario as to how serial killers can be created by their environment from a young age. Whoever found the papers and created “Gold Star” wanted to see what would happen if you could identify “ emerging psychopathy in kids , then promote it, direct it, and control it .” Understanding epigenetics could be the key to unlocking the “Gold Star” case and profiling Damien, Jade, and the other unsubs.
Rossi forbids emily from contacting jill gideon.
Emily brings up consulting Jill Gideon (Felicity Huffman), original BAU founding member Jason Gideon’s ex-wife. Jill is a doctor whose focus is epigenetics, so she’d be a perfect consultant for the “Gold Star” case, but Rossi didn’t want her help. Rossi tells Emily he’d never said such a thing to Emily in the past, but he was “ forbidding ” her from contacting Jill. Of course, Emily is the BAU’s Unit Chief, not Rossi, so she has no real obligation to Rossi’s orders.
The latest Criminal Minds: Evolution season 2 casting update paves the way for the return of an original cast member 17 years since they left.
As such, she has no issue ignoring Rossi, despite her respect for him, and reaching out to Jill herself. Criminal Minds: Evolution season 2, episode 7 reveals that Jill was instrumental in creating the BAU, but they hid her role because Gideon was afraid it would put her in danger. This was understandable given Gideon was killed off in Criminal Minds season 10 by an unsub from an old unsolved case , years after Mandy Patinkin’s exit in Criminal Minds season 2 .
Given Jill’s background and her potential role in helping write the “White Paper,” Emily knew having her as a consultant would be invaluable to their case. Criminal Minds: Evolution season 2, episode 7 also revealed that Jill knew the BAU agents, or at least those who have been around since the show’s earlier seasons. In a sweet moment, Jill tells Emily that Gideon loved Emily back, which she says means a lot to her. Gideon and Emily didn’t work together long, but it was a nice reminder of how important he was and still is to the BAU.
The Characters Jill Gideon Met Before Criminal Minds: Evolution Season 2 | |
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Penelope Garcia | Season 1, episode 1, "Extreme Aggressor" |
Spencer Reid | Season 1, episode 1, "Extreme Aggressor |
Aaron "Hotch" Hotchner | Season 1, episode 1, "Extreme Aggressor |
Derek Morgan | Season 1, episode 1, "Extreme Aggressor |
Jennifer "JJ" Jareau | Season 1, episode 2, "Compulsion" |
Emily Prentiss | Season 2, episode 9, "The Last Word" |
David Rossi | Season 3, episode 6, "Abot Face" |
Rossi & jill gideon had an affair before rossi left the bau.
Emily pulls out all the stops when she meets up with Jill in Criminal Minds: Evolution season 2, episode 7 to convince her to help them with the “Gold Star” case. Jill didn’t want to return to Quantico, claiming it was too painful. Emily assumes this is because of Gideon’s untimely death, but Jill says it’s been 9 years–which comes as a bit of a reality check for Criminal Minds viewers as to how much time has passed–and she’s already grieved him.
Instead, Jill doesn’t want to come back to Quantico and work with the BAU team because of Rossi. It’s revealed that Rossi once had an affair with Jill, emotional or physical, that led to his leaving the BAU in 1997. Rossi had told Emily and others he left because he was tired of FBI bureaucracy and wanted to write books, but Jill reveals it was because she broke his heart.
Joe Mantegna and Felicity Huffman discuss exploring the history of the BAU in Criminal Minds: Evolution, Gideon's legacy, and connection to Gold Star.
Though this may come as a surprise and change Gideon and Rossi’s relationship in Criminal Minds , it fits in with Rossi’s history. Rossi was married three times before settling down with Krystall, with the couple remarrying at the end of Criminal Minds season 14. Sadly, Krystall dies in the time jump between Criminal Minds and Criminal Minds: Evolution . Hopefully, Criminal Minds: Evolution season 2 doesn’t try to rekindle Jill and Rossi’s romance , as it would do a disservice to Gideon’s memory.
Emma & the baby died during birth in criminal minds: evolution.
Criminal Minds: Evolution season 2, episode 7 opened with a gruesome, haunting scene that introduced viewers to the unsub and his unique torture and killing method. The unsub, Roger Song, was played brilliantly by guest star Aaron Yoo, who is known for horror films Disturbia and Friday the 13th . Roger would kidnap men, lock them in a glass case, and interrogate them. If he didn’t get the answers he wanted, which he never did, he’d trigger a shower head to rain down a burning mixture of sulfuric acid and hydrogen peroxide, dissolving their bodies.
At first, it appears as though Roger is killing these men because they raped and impregnated his wife, Emma, who has postpartum depression and complications from a home birth. He is calm and composed with the victims, but he frantically tries to balance these killings, taking care of a newborn baby by himself, and tending to his wife. It also seems like she’s in on the plan and wants Roger to kill the men so she can finally “ pretend ” to be “ the perfect mom .”
Through 15 seasons, Criminal Minds created some of the most unsettling unsubs.
As if things weren’t twisted enough, it’s revealed that Roger is having a psychotic break and the men weren’t rapists but potential sperm donors. After his wife starts hemorrhaging, he kidnaps the doctor who had helped them with IVF and warned them against a home birth. The slow realization that Emma and the baby weren't crying for help is chilling and heartbreaking, as Roger had been tending to their decomposing bodies since they died during the birth. Even when apprehended, he asks Luke and JJ to take care of them, still unable to process their deaths.
Dr. mengele was known as the angel of death.
When discussing epigenetics with Tara and Emily, Tyler compares whoever created the “Gold Star Program” to Dr. Mengele. Criminal Minds: Evolution season 2, episode 7 doesn’t further elaborate on the reference, requiring viewers to know about Josef Mengele, who was nicknamed the “Angel of Death.” He was a German Schutzstaffel (SS) officer and doctor during World War II who performed deadly experiments on prisoners at the Auschwitz II (Birkenau) concentration camp.
One of Dr. Mengele’s roles was selecting victims to be murdered in the gas chambers. He was also one of the doctors who administered the deadly gas. Criminal Minds: Evolution season 2, episode 7, in perhaps a cruel twist of irony, references the historical doctor in an episode where the unsub locks victims in an enclosed space and kills them via an acidic shower. Yet, the Dr. Mengele reference was more specific to the “Gold Star Program” creator.
American Horror Story: Asylum is inspired by several real people and places. From institutions to killers, to aliens, Asylum is chillingly true.
Dr. Mengele, who also conducted harmful, deadly genetic research on twins, selected people to be killed, while the "Gold Star Program" creator selected children to become killers. After World War II, the doctor fled to Argentina and spent the rest of his years on the run from Nazi hunters and governments. He drowned in 1979 after a heart attack while swimming and was buried under a false name. Though it’s a quick reference in Criminal Minds: Evolution season 2, episode 7, Dr. Mengele’s fate could suggest that the “Gold Star Program” creator will also evade justice.
Source: Holocaust Encylopedia
In Criminal Minds: Evolution , the FBI’s elite team of criminal profilers come up against their greatest threat yet, an UnSub who has used the pandemic to build a network of other serial killers. As the world opens back up and the network goes operational, the team must hunt them down, one murder at a time. Original cast members continuing their roles include Joe Mantegna, A.J. Cook, Kirsten Vangsness, Aisha Tyler, Adam Rodriguez and Paget Brewster. Zach Gilford joins the dynamic cast as a recurring guest star in a season-long arc.
WASHINGTON, D.C. – Kevin Dempsey, president and CEO of the American Iron and Steel Institute, today applauded the introduction of the “Providing Reliable, Objective, Verifiable Emissions Intensity and Transparency (PROVE IT) Act,” sponsored by Reps. John Curtis (R-UT) and Scott Peters (D-CA). The bill authorizes a comprehensive Energy Department study to compare the greenhouse gas (GHG) emissions intensity of certain goods, including steel, produced in the U.S. to the emissions intensity of those same goods produced in other countries.
“American steel is the cleanest in the world and American steel producers are investing significant dollars to further reduce emissions. But these investments will be put at risk if American steel is undercut by dumped imports from countries with much higher emissions. Trade-distorting policies in many countries continue to contribute to massive global overcapacity in steel — much of which is from countries that are producing steel that is much more carbon emissions-intensive than American steel, including China, India, Indonesia and other Southeast Asian nations,” Dempsey said. “We need policies to demonstrate this current imbalance in emissions and hold the high emitting producers from overseas accountable for their much higher carbon emissions. The PROVE IT Act would do as its name implies by creating an official source to verify the superior carbon efficiency of vital American industries, like steel, and give policymakers the data needed to make the case for action. We applaud Reps. Curtis and Peters for introducing this critical bipartisan bill, and for their commitment to improving the accountability of the most GHG-intensive global producers.”
Dempsey said the bill also includes industry-supported provisions to clarify that the legislation will not be used to establish a fee or greater regulation of domestic GHG emissions. A similar Senate version of the PROVE IT Act legislation passed the Senate Environment and Public Works Committee by a vote of 14-5 in January.
Contact: Lisa Harrison
202.452.7115 / [email protected]
AISI serves as the voice of the American steel industry in the public policy arena and advances the case for steel in the marketplace as the preferred material of choice. AISI’s membership is comprised of integrated and electric arc furnace (EAF) steelmakers reflecting the production of both carbon and stainless steels which are critical to the everyday lives of all Americans — including national security, roads and bridges, the electrical grid, clean energy technologies and the automotive market. AISI also represents nearly 80 associate members who are suppliers to or customers of the steel industry. For more news about steel and its applications, view AISI’s website at www.steel.org . Follow AISI on Facebook , LinkedIn , Twitter (@AISISteel) or Instagram .
Steel industry news, aisi releases june sima imports data, steel industry, union rally on capitol hill for bill to stop unfair trade, aisi statement on melt and pour rule for steel imports from mexico, may steel shipments up 1.0 percent from prior month, new aisi op-ed in steel market update, steel imports up 1.7% in may vs. april, aisi releases may sima imports data.
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