1
Q
Issues of environmental management
A
- global problems
- local problems
2
Q
Global problems
A
- Climate change
- Ozone depletion
- Loss of biodiversity
- Water pollution
3
Q
Local problems
A
- Acid rain
- Deforestation
- Eutrophication
- Accidents
4
Q
Drivers to Environmental Management
A
- Environmental Pull
- Environmental Push
- Market forces
- Internal business factors
- Combination (e.g. procurement, eco-
efficiency)
5
Q
Environmental Pull
A
- Consumer demands
- Expected development of markets
6
Q
Environmental Push
A
- Future legislation
7
Q
Market forces
A
- Demand and supply
- responsibility in a certain industry as a code of conduct
8
Q
Internal business factors
A
- including efficiency, cost reduction, innovation (e.g. DfE, LCA, Green
Building Design)
9
Q
The Reaction in Economy
A
- Sustainability mindset has led to an explosion of approaches, concepts and tools
- Academics, consultants, NGO’s, industrial researchers: all groups working on solutions
- Result is a proliferation of tools with some overlap
10
Q
Environmental Management - Definition
A
- creative and systematic pursuit of practical results in environmental area, (including result of more knowledge), by identifying and using available human and knowledge resources in a concerted and reinforcing way
- those aspects of the overall management function of an organization (including planning) that develop, achieve, implement and maintain its environmental policy and
objectives.
11
Q
Positions or tools not widely applied yet
A
- industrial ecology
- environmental supply chain managment
- integrated product policy
- eco-efficiency analysis
- life cycle management
12
Q
Positions and tools will understood and applied
A
- pollution prevention
- environmental management systems
- reporting
- environmental impact assessment
- ris assessment
- green procurement
- eco-labeling
- life cycle assessment
- eco-degisn
13
Q
Positions and tools with alternative views on responsibility
A
- product stewardship
- extended producer responsibility
14
Q
Environmental Management Approaches
A
- Organizational/Management
- Product Design & Development
- Suppliers/Purchasing
- Marketing & Communication
- Procution & Distribution
- Facilities Management / Project Development
15
Q
Organizational/Management
A
- Environmental Management Systems
- Stakeholder Engagement
- Corporate Environmental Reporting
- Life- Cycle Management
16
Q
Suppliers/Purchasing
A
- Environmental Supply Chain Management
- Green Procurement
17
Q
Product Design & Development
A
- Design for Environment
- Eco-Efficiency Analysis
- Life-Cycle Assessment
- Environmental Risk Assessment
- Integrated Product Policy (IPP)
18
Q
Marketing & Communication
A
- cooperate evironmental reporting
- eco-labeling
- stakeholder engagement
19
Q
Production & Distribution
A
- eco efficiency analysis
- industrial ecology
- pollution prevention
- life-cycle costing
20
Q
Facilities Management / Project Development
A
- green building design
- environmental impact assessment
- environmental management systems
- stakeholder engagement
21
Q
Adoption of tools being driven by…
A
- Market factors (e.g. EMS in automotive, labelling)
- Stakeholder expectations (e.g. reporting, stakeholder engagement)
- Regulatory influences (e.g. pollution prevention, ERA, EIA)
22
Q
What influences the use of tools
A
- Tool box varies for different parts of value chain.
- Culture, drivers, strategy, awareness all factors in adoption and
depth of integration in organizations
23
Q
Value judgements of tools
A
Many tools have inherent value judgments and users need to be aware of this (e.g. eco-labels can reflect values of those who develop the selection criteria)
24
Q
Environmental Management - Effects on business
A
- Innovation – the application of a number of tools (DfE, LCA, Eco-efficiency Analysis) fosters development
- Improved stakeholder relations through better communication around environmental issues, performance, practices, etc.
- Strengthened brand image and reputation as seen by regulators, the public, peers, employees and other stakeholders who recognize the value of the company’s environmental efforts
- In many cases there is a clear and measurable reduction in operating costs
- Many companies attribute increased sales to the use of these concepts and tools
• Indirect savings are realized through the avoidance of environmental
risk
25
Eco-management tool box
* Environmental Management System (EMS)
* Life-Cycle Management (LCM)
* Life-Cycle Assessment (LCA)
* Design for Environment (DfE)
* Environmental labelling
* Cleaner production/pollution prevention
* Environmental supply chain management
26
EMS - What is it?
It is the tool used by an organization to manage the:
- Organization Structure
- Planning Activities
- Responsibilities
- Practices, Procedures, Processes
- Resources
for developing, maintaining, reviewing, etc.environmental issues. Continual improvement
27
EMS Basis & Components
- Policy
- Planning
- Implementation
- Quality assurance/control
- Management review
- Stakeholder involvement
- Community Environmental
- Activity
- (Required for ISO 14001)
28
The Continuous Cycle
Plan, Do, Check, Act - review for continuous improvement
29
Keys to Success
- Top management commitment and support is critical.
- Recognize that the management system is dynamic and should be seamlessly incorporated into everyday operations.
- The management system should be robust enough to address the values of the
company yet flexible enough to accommodate change rapidly and efficiently.
- Look beyond the initial effort to define and deploy the management system.
- As you initiate the process, keep it simple.
30
Designing, Developing and
| Implementing an EMS
1. Policy (Formal statement of values and commitments)
2. Planning
3. Implementation and Operation
4. Monitoring, Checking and Corrective Action
5. Management Review
31
The EMS Cycle
- Environmental policy
- planning
- implementation
- checkig/corrective actions
- management review
- continuous improvement
32
Step 1 - Establishing a policy statement
A policy statement will outline the strategic values that are most important to the company and provide the foundation upon which you build your management system.
33
Step 2 - Planning
Planning is critical and should be as holistic as practical.
1.Identify the elements of the organization’s
– Which can the organization control and/or influence?
– Which are the most important to control?
2. Establish a process to identify legal and other requirements, and to maintain compliance.
3. Set goals to help you achieve and continue to improve upon your management system.
34
Step 3 - Implementing and operating
Identify the requirements necessary to execute against your policy and
plans:
- Defined roles and responsibilities
- Identify proper skills, education and/or experience necessary for persons executing the requirements of the management system
- Process to communicate relevant information about the management system and performance to employees and other interested parties
- Document and control the core elements of the management system that are essential to maintain operational control
- Plan for emergency situations
35
Step 4 - Checking
Establish a process to monitor performance, legal compliance and the
execution of management system requirements.
- The self-assessments and/or internal audits should closely examine whether:
- Employees are aware of the policy statement and understand how what they
do in their job might impact it
- Goals and targets are established and on track
- The company is in compliance with legal and other requirements
- Procedures, processes and related documents exist where necessary for the
management system to be maintained in a sustainable manner
- Identify records that must be maintained to demonstrate legal compliance and operational control
- Audit results will provide a good sense of the status of the management system and should be periodically reviewed with top management
36
Step 5 - Reviewing
Periodic review with top management. Some elements of this review should include:
- Status of goals and targets
- Status of compliance with legal and other applicable requirements
- Identification of any changes to business operations
- Discussion regarding opportunities for improvement
- Any resulting action that management identifies as a need for changes to the management system, goals, other opportunities for improvement or is there a need to change the policy statement?
37
Continual Improvement – Goal Setting
Establishing goals and program management:
- Identify the goal and respective target
- Define the means – how you will accomplish this goal
- Provide a time frame – by when
- Designate the person responsible to execute or oversee execution
- Periodically check progress
The goals can be performance based or system based
38
Goal Setting Examples - Energy Conservation
- Identifying energy intensive operations, equipment, buildings
- Energy conservation measures
- Investment opportunities to improve efficiency
- Accurate accounting
39
Goal Setting Examples - Waste Management
- Waste inventory - hazardous and nonhazardous waste generated
- Product or facility operation
- Recycling programs or source reduction plan
- Accurate accounting and reporting
40
Benefits of EMS
- Formal Management System is System Dependent, Not People Dependent
- Promotes and Reinforces a Consistent Approach to the Execution of the Organization’s Operations
- Drives Sustained Performance
- Fosters Awareness and Responsibility Throughout the Organization
- Formal System Drives Common Solutions and Efficiency
- Enhances Employee Mobility Within the Organization
- Positions the Organization to Respond to Inquiries from Customers, Stakeholders and Other Interested Parties
- Marketplace Leverage
41
Key elements - EMS
- purpose
- commitment
- capability
- learning
Environmental Management
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