Agricultural Waste in the Philippines


by Salman Zafar

The Philippines is mainly an agricultural country with a land area of 30 million hectares, 47 percent of which is agricultural. The total area devoted to agricultural crops is 13 million hectares distributed among food grains, food crops and non-food crops. Among the crops grown, rice, coconut and sugarcane are major contributors to biomass energy resources.

The most common agricultural wastes in the Philippines are rice husk, rice straw, coconut husk, coconut shell and bagasse. The country has good potential for biomass power plants as one-third of the country’s agricultural land produces rice, and consequently large volumes of rice straw and hulls are generated.

Rice is the staple food in the Philippines. The Filipinos are among the world’s biggest rice consumers. The average Filipino consumes about 100 kilograms per year of rice. Though rice is produced throughout the country, the Central Luzon and Cagayan Valley are the major rice growing regions. With more than 1.2 million hectares of rain-fed rice-producing areas, the country produced around 16 million tons of rice in 2007. The estimated production of rice hull in the Philippines is more than 2 million tons per annum which is equivalent to approximately 5 million BOE (barrels of oil equivalent) in terms of energy. Rice straw is another important biomass resource with potential availability exceeding 5 million tons per year across the country.

With the passing of Biofuels Act of 2006, the sugar industry in the Philippines which is the major source of ethanol and domestic sugar will become a major thriving industry. Around 380,000 hectares of land is devoted to sugarcane cultivation. It is estimated that 1.17 million tonnes of sugarcane trash is recoverable as a biomass resource in the Philippines. In addition, 6.4 million tonnes of surplus bagasse is available from sugar mills. There are 29 operating sugar mills in the country with an average capacity of 6,900 tonnes of cane per day. Majority is located in Negros Island which provides about 46% of the country’s annual sugar production.
The Philippines has the largest number of coconut trees in the world as it produces most of the world market for coconut oil and copra meal. The major coconut wastes include coconut shell, coconut husks and coconut coir dust. Coconut shell is the most widely utilized but the reported utilization rate is very low.

 Approximately 500 million coconut trees in the Philippines produce tremendous amounts of biomass as husk (4.1 million tonnes), shell (1.8 million tonnes), and frond (4.5 million tonnes annually).
Maize is a major crop in the Philippines that generates large amounts of agricultural residues. It is estimated that 4 million tonnes of grain maize and 0.96 million tonnes of maize cobs produced yearly in the Philippines. Maize cob burning is the main energy application of the crop, and is widely practiced by small farmers to supplement fuelwood for cooking.

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Biogas and Rural Development


By Ritika Tewari, BioEnergy Consult

Anaerobic digestion proves to be a beneficial technology in various spheres. Biogas produced is a green replacement of unprocessed fuels (like fuel wood, dung cakes, crop residues). It is a cost effective replacement for dung cakes and conventional domestic fuels like LPG or kerosene. Biogas technology has the potential to meet the energy requirements in rural areas, and also counter the effects of reckless burning of biomass resources.

An additional benefit is that the quantity of digested slurry is the same as that of the feedstock fed in a biogas plant. This slurry can be dried and sold as high quality compost. The nitrogen-rich compost indirectly reduces the costs associated with use of fertilizers. It enriches the soil, improves its porosity, buffering capacity and ion exchange capacity and prevents nutrient depletion thus improving the crop quality. This means increased income for the farmer.
Further, being relatively-clean polluting cooking fuel; biogas reduces the health risks associated with conventional chulhas. Thinking regionally, decreased residue burning brings down the seasonal high pollutant levels in air, ensuring a better environmental quality. Anaerobic digestion thus proves to be more efficient in utilization of crop residues. The social benefits associated with biomethanation, along with its capacity to generate income for the rural households make it a viable alternative for conventional methods.

The Way Forward

The federal and stage governments needs to be more proactive in providing easy access to these technologies to the poor farmers. The policies and support of the government are decisive in persuading the farmers to adopt such technologies and to make a transition from wasteful traditional approaches to efficient resource utilization. The farmers are largely unaware of the possible ways in which farm and cattle wastes could be efficiently utilised. The government agencies and NGOs are major stakeholders in creating awareness in this respect.

Moreover, many farmers find it difficult to bear the construction and operational costs of setting up the digester. This again requires the government to introduce incentives (like soft loans) and subsidies to enhance the approachability of the technology and thus increase its market diffusion.

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Biogas Frequently Asked Questions

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Waste to Energy. What is holding you back?

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History of Anaerobic Digestion

https://jcgregsolutions.wordpress.com/2016/10/17/a-short-history-of-anaerobic-digestion/

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5 predictions for clean energy in 2017


Will batteries become cheaper? Will solar energy overtake wind in popularity? It may be too early to tell how 2017 will shape up for clean energy but ADB’s Sohail Hasnie is optimistic.

The future of clean energy looks bright. Image: Shutterstock
By Sohail Hasnie

Thursday 16 February 2017
2016 was a successful year for clean energy. How will 2017 shape up? I make five predictions based on last year’s numbers and trends.

My first prediction is that we will see solar energy prices plummet further. Last year brought astonishingly low tariffs for solar generation. This was a pleasant surprise. No one, including Bloomberg New Energy Finance (BNEF), saw it coming so fast. Solar prices at various government-led auctions hit extraordinarily low levels.
The Tesla battery heralds the beginning of the end for fossil fuels
Records were broken each month, especially in developing countries, as prices plunged making solar generation cheaper than coal in some countries. The first low result was in January to as low as $64 per MWh in India and later in the year to $29 per MWh in Chile and $24 per MWh in the United Arab Emirates.
The price continues to fall. On 10 February, at an auction in India’s Madhya Pradesh state, the price for 750 MW was about $45 per MWh.

To those who still believe solar energy and storage prices will never wipe out investments in fossil fuels, please open your eyes and look around. The world is changing faster than we all thought.
This year, fossil fuels can expect even more competition. The average cost of coal generation is likely to increase from $60 per MWh to $65-$100 per MWh as stricter environmental regulations and higher risk will be assigned to the investment. The average cost of both wind and solar is about $60-$70 per MWh, and both prices are rapidly falling. Also, let’s not forget that it takes at least five years to build a coal plant, compared to less than six months for a solar plant.
I believe solar prices in some auctions will drop below $25 per MWh in 2017. One auction to watch is in Saudi Arabia, where the price could dip below $30 per MWh. The financing of coal plants could be viewed as infeasible by 2020 or even earlier. Many old coal plants will shut down as their role as base-load providers will change when daytime electricity demand is met by solar backed up by large batteries.

Cheaper batteries
Second prediction: batteries will get even cheaper. BNEF anticipated a 10-15 per cent decline in lithium-ion battery prices for 2016, but they ended up dropping by about 22 per cent due to increased competition and growing awareness of battery-based storage. Global battery storage doubled in 2016 to about 750 MW.
With Tesla’s Gigafactory now operating with a production capacity of 35,000 MWh by 2020, prices will drop even faster this year. According to Bloomberg they could drop from $350 per KWh in 2016 to about $200 per kWh by 2020. The US Department of Energy’s price target is $125 per kWh by 2020.

Some pundits argue the price will reach $100 per kWh in 2020, but I predict that battery prices will fall even more to $75 KWh by that time.

Thirdly, we can expect global sales of electric vehicles to skyrocket this year. Already, they’re selling extremely well. In 2016, global sales of electric vehicles topped 700,000 units, 30 per cent greater than BNEF’s prediction of 550,000 units. Of the total, 351,000 electric vehicles were sold in the People’s Republic of China (PRC), up 85 per cent from 2015. According to the International Energy Agency (IEA), more than 223 million electric two-wheelers were operating in the PRC in 2016. The IEA anticipates that by 2040 half of new cars sold worldwide will be electric.

Some experts believe electric vehicles will account for half of all sales by 2030. In 2017, I’m confident that global sales will top 1.5 million.

Solar will be king

Fourth, solar will become the pre-eminent form of renewable energy. BNEF rightly predicted that solar energy generation would be cheaper than wind in 2016. About 70,000 MW of new solar generation (56,000 MW in 2015) and 59,000 MW of new wind power (62,000 MW in 2015) came online in 2016.

Investment in solar was propelled by massive technical innovation, which brought down the price of a module to $0.48 per watt in 2016, from $0.74 in 2013 and about $5 in 2000. My take is that in 2017 wind may lose its popularity permanently over solar, and demand will drop dramatically as battery prices drop. 
The market to watch is Australia.
Finally, with battery prices expected to fall further this year, I expect investments in renewable energy to be greater than for any other energy technology in most parts of the world, and without subsidies. Last year’s investments were 15-20 per cent lower than the record $348.5 billion registered in 2015. This may be partly due to the low prices for solar as volumes for solar, wind and battery saw huge increases from 2015.

To those who still believe solar energy and storage prices will never wipe out investments in fossil fuels, please open your eyes and look around. The world is changing faster than we all thought.
The rise of clean energy is irreversible, and this is crucial for the fight against climate change. Fossils fuels should be left underground, where they belong.

Sohail Hasnie is Principal Energy Specialist, Central and West Asia Department at the Asian Development Bank. This post is republished from the ADB blog.

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How To Turn Risk Taking Into A Marketing Asset Again


Forbes

CMO Network #GettingBuzz

1/21/2017 @ 11:45AM

Avi Dan , CONTRIBUTOR

The collapse of Lehman Bros. in 2008 and the ensuing financial crisis is seared into the psyche of companies. It is known as the “Lehman Effect,” and it wrecked self-confidence and tolerance for risk-taking. It has manifested itself in the rise of Finance and Procurement and greater emphasis on efficiencies and cost cutting, often­­ at the expense of marketing investment. Add to this the fact that CMOs are first on the firing line when companies miss their growth goals, and it becomes clear why taking a risk is, well, risky.

Agencies too are risk averse. In some respects, the holding companies that now dominate the communication ecosystem shifted the emphasis on Madison Avenue from inspired virtuosity to financial predictability. Their entire approach is to mitigate risk, even at the cost of blunting creativity.

However, it’s time to consider renewed tolerance for unpredictability. Avoiding risk is not a sustainable strategy because it’s impossible to deliver top-line growth with cuts alone. It’s time to change the risk/reward ratio in a meaningful way by applying a responsible, disciplined risk strategy at the center of the enterprise:

1. Establish a 70/20/10 approach: 70% of the budget is the bread-and-butter marketing activities – undertakings that don’t not require excessive risk-taking. This is the stuff that pays the bills. The next 20% should be applied to quasi-radical innovations, essentially gradual, evolutionary ideas, improving on the 70% bucket, ideas new to the brand or service.The last 10% of the budget should go to experiment with high-risk, high-reward undertakings. It’s the extreme ideas totally new to the marketplace – new ways to inspire the audience that could become tomorrow’s 20% or 70% bucket. It’s the portion of the budget that’s meant to see into the future and, when done right, can pay big dividends by setting you up as a thought leader in your market.

2. Hire the right people: Risk and innovation depend on people almost more than any other activity of the enterprise. Companies should rededicate themselves to hiring people who intuitively understand the discipline of innovation and risk taking. Innovators are inquisitive, passionate, and self-starting. They multi-task and often experiment with multiple approaches. If innovation is the ability to recognize opportunity, then the essence of being an innovator is being able to mobilize talent and resources quickly enough to seize that opportunity and turn it into a business idea.

3. Create a culture of risk: Don’t create an elaborate centralized bureaucracy that would stifle creative energy. A flat, open organization designed around fast decision-making, is more suitable to risk taking and innovation regardless of the reporting hierarchy. Proposals should move quickly through the approval process. Most risk takers are worried that the window of opportunity is closing while their sponsors are still making up their minds, and that sort of thinking will dissipate their creativity. Particularly for big companies, the challenge is to find ways to nourish the activities that give rise to innovation, while at the same time cultivating the ability to move decisively once an opportunity presents itself.

4. Compensation: A critical aspect of being innovative is the ability to negotiate the tension between risk taking and discipline. Innovation is a risky business, and failure is commonplace. Rewarding success is easy, rewarding intelligent failure is more important. People should not be evaluated strictly by results but rather by the quality of their efforts. You’d want people to feel secure enough taking intelligent risks without also jeopardizing their compensation or their careers.

5. Data: Risk and data are not the opposite of each other, they are the two sides of the same coin. This is where many companies falter with marketing, and it’s because they don’t rely on data to perform the necessary analysis and analytical work to measure past ideas. Setting goals with specific benchmarks and iterating based on results from the past is the best way to mitigate risk and differentiate yourself from the competition.

Avi Dan is CEO of Avidan Strategies.

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How to do sales or business meetings in Asia


Business etiquette is hardly something that should stand in the way of a deal. Most deals just close on logical moves, countered by logical responses, offers and a handshake. But that’s not how things work in Asia.
Unlike the Western countries, Asian countries emphasize on etiquette and culture alongside the deal details. One can simply not expect walking in, exchanging smiles, signing the contract and going home. If you want to establish an essential business relationship here, you just need to spend time in a country to understand its people and how they really work.
Read more.

https://www.linkedin.com/pulse/headed-sales-meeting-asia-heres-everything-you-need-keep-chandran

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How to Manage an Employee with a Bad Attitude



Jeff Toister, CPLP, PHR

Author. Consultant. Trainer. Passionate about customer service.

How to Manage an Employee with a Bad Attitude

February 8, 2017 • 6,577 Likes • 310 Comments
A Customer Service Tip of the Week subscriber recently emailed to ask for my advice on managing an employee with a bad attitude.
She explained that the customer service team she managed had an employee with a bad attitude who was starting to affect the rest of her team. This is a common challenge for customer service leaders, so I’m sharing some tips here.
But first, a short story…

I don’t have a bad attitude!
Years ago, when I was an inexperienced supervisor, I had an employee who had a bad attitude. I called a meeting with her one day to discuss the problem. “I want to discuss your bad attitude,” I said.
She was a veteran employee who was certainly much wiser than I, so she countered, “I don’t have a bad attitude.”
My plan to quickly tackle the issue was foiled! How could I argue with her without solid evidence?

I sought out the counsel of an experienced leader who explained it was important to separate inferences, such as the employee has a bad attitude, from the observable behaviors that led me to that conclusion.

I gave it some thought and realized one solid fact was that no less than five people from other departments had complained about working with this employee! Not only that, but I had a list of observable behaviors that the five people had told me were the cause of their complaints.

I sat down with her again, but this second meeting was very different.
I opened by explaining that I had received complaints from five people that she had a bad attitude and was difficult to work with. I then explained that I didn’t expect her to agree with her colleagues, but that we had to come up with a plan together to ensure that I didn’t receive any additional complaints.

She wasn’t happy, but she also couldn’t dispute the facts. So we put our heads together and came up with some ideas which she then put into action.
Thirty days later, her colleagues had warmed to her considerably. This person would never be the best employee, but she had talent and made solid contributions.

Lesson learned: focus on observable behaviors
A bad attitude is really an inference or judgement we make based on behaviors.
The way to manage an employee with a bad attitude is to skip the judgement entirely and manage the behaviors themselves.

Start by listing some behaviors that you don’t want to see.
I asked the people who complained about the employee I managed to give me some reasons for their complaints. Here are a few examples they shared:
She often skipped daily staff meetings.

When she did attend staff meetings, she usually kept silent or made negative comments.

She rarely smiled and was usually seen scowling.

She didn’t offer to help people from other departments.

She frequently got defensive when people asked her about her work.

Once you have your list, meet with your employee to discuss the behaviors and their impact. Make no mention of inferences such as “bad attitude.” Focus on the facts.

During the meeting, ask for your employee’s cooperation in making a change.

There’s a subtle but important way to approach the last part. As much as you can, convince the employee that you’re on their side. I like to borrow something that works well with customers called The Partner Technique.

You don’t want them to feel as though you are an adversarial boss who is simply nit-picking their work. You want the employee to feel that you are there to help them succeed. Be patient as this can take some time. (Nobody likes to hear they’ve being doing a bad job.)

Got a customer service question I can answer? Contact me. I’m here to help!

Update: February 9, 2017
I heard back from the customer service manager who originally asked me for advice. She tried using the tips outlined in this post and they worked!
A number of people asked, “What about a manager who bullies or has a bad attitude?” That’s a very difficult and very different situation. My recommendation is to check out Catherine Mattice’s excellent book on the subject, Back Off! Your Kick-Ass Guide to Ending Bullying @ Work.

Thanks for all the likes, comments, and shares!

Written by
Jeff Toister, CPLP, PHR

Jeff Toister, CPLP, PHR

Author. Consultant. Trainer. Passionate about customer service.

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Tinker Bots



Build your own robots
With the Advanced Builder Set you and your kids take the first steps in the world of robotics, mechanics and sensorics: Learn through playing! Take our modules and even add LEGO® or other blocks to bring your creations to life!

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Could the CEO be replaced by a robot?


A man touches SoftBank humanoid robot known as Pepper as he demonstrates its translation function at Pepper World 2016 Summer during SoftBank World 2016 conference in Tokyo, Japan, July 21, 2016. 

Boardroom ambitions? A humanoid robot on display

Image: REUTERS/Kim Kyung-Hoon

Written by
Luis Alvarez, CEO, Global Services, BT
Friday 13 January 2017
This article is part of the World Economic Forum Annual Meeting 2017

With the automation of many everyday activities, could a robot be a more productive addition to boardrooms of the future than a CEO?
In an era defined by the exponential evolution of technology, robotics and artificial intelligence (AI) have come a long way in a short space of time. From lifting hot pieces of metal and stacking them, as the first digitally operated and programmable robot did in 1961, commercial and industrial robots are now widely used to remove repetitive tasks and make our lives easier. Robots can perform surgical operations, build cars, move stock in warehouses, check you into your hotel and serve you drinks. And they can do it quickly and efficiently.
Read more.

https://www.weforum.org/agenda/2017/01/could-the-ceo-be-replaced-by-a-robot/
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Accenture: The Era of the Intelligent Enterprise



Accenture: The Era of the Intelligent Enterprise

Accenture published their annual prediction of the technology trends that will shape the future of companies in the next three years. According to Accenture Technology Vision 2017, an annual report that predicts the most significant technology trends over the next three years, people hold the power to shape and apply technology to create positive change, improve lives, and transform business and society. 
Read more.
http://m.huffpost.com/us/entry/us_5887b422e4b05a82fd5b2fa2

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HOPE. The cornerstone of Leadership.


In the 1800’s, an Italian intellectual, named Giacomo Leopardi, wrote about the overriding unhappiness of human beings, saying that “as long as man feels life, he also feels displeasure and pain.” Hope is the one thing that lifts the human spirit and keeps us going in spite of our difficulties that we face. Hope looks beyond life’s hardships to a better, brighter tomorrow. It keeps us believing and expecting that out of today’s darkness, tomorrow’s light will shine brightly. 
Hope is seeing the future; a future we can attain if we keep moving forward and, as needed, adjusting and adapting. A leader’s hopeful outlook enables people to see beyond today’s challenges to tomorrow’s answers.

Read more.

https://www.linkedin.com/pulse/hope-cornerstone-leadership-brigette-hyacinth

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