Question 3 (Total 32 marks) This question contains two case study questions on 'Green Production'. (a) Novartis, a global leader in innovative pharmaceuticals, generics, vaccines and consumer health products nowadays. In 1996, Novartis was formed by merging two companies - Sandoz and Ciba-Geigy. At that time, Novartis created 30 units of finished products and 70 units of waste for every 100 units of inputs. By 2000, because of extensive efforts to green production, it produced 75 units of finished products and 25 units of waste for every 100 units of inputs. To achieve this type of progress, Novartis apply several changes to manage their resources and production unit. The goal of the company change is to increase usable products and decrease waste. Suggest and list the EIGHT types of changes that could have been made in resources and production unit in Novartis to achieve the company goal to reduce production wastes. 6) BlueScope Steel's Westem Port plant converts steel slab into hot rolled coil, which is then processed into a range of downstream coated, painted and uncoated steel products. The plant has the capacity to process some 1.4 million tonnes of steel slab per year. It is in its third five year Environment Improvement Plan with the Environment Protection Authority of Victoria, Australia. From 1999 to 2006, it has reduced prescribed industrial waste to landfill by 65 percent - from 4.0 kg per tonne in 1999 to 1.4 kg per tonne in 2006. This represents a saving in disposal costs of AUD 0.75 per tonne of steel produced. Suggest and briefly describe EIGHT possible actions that BlueScope has taken to achieve such significant reduction of its production waste. Rubrics and Marking: Part (a): Totally 12 marks. 1.5 marks for each relevant and appropriate suggestion either in resources or production units. Part (b): Totally 20 marks. 2.5 Marks for each appropriate and relevant suggested actions