Resource Efficient Scotland How to implement an EMS - and meet the - - PowerPoint PPT Presentation

Resource Efficient Scotland

How to implement an EMS

• and meet the requirements of the new ISO

14001:2015 standard

Housekeeping

• Fire alarms and fire exits
• Toilets
• Please switch off your mobile

phone

Introductions

Sign in

Live Tweeting Follow us @resourcescot And tweet about the workshop using the hash tag #RESWorkshop

What are resources?

Energy Water Raw materials

What is resource efficiency?

• Resource efficiency is about

maximising the use of materials with minimal waste production

• Scottish organisations could save as

much as £2.9 billion every year by making more efficient use of their resources

The global middle class

Price volatility

Food – red Raw materials – purple Metals – green Energy - orange

Materials identified at risk

• Chromium
• Cobalt
• Indium
• Magnesium
• Natural graphite
• Platinum
• Silicon metal
• Tungsten
• Rare earth elements

Where do the materials we need come from?

Legal drivers

• Climate Change (Scotland) Act 2009
• Climate Change Levy
• Energy Savings Opportunity Scheme

(ESOS)

• CRC Energy Efficiency Scheme
• Waste (Scotland) Regulations

2012

Agenda

09.15 Welcome 09.30 What is an EMS, and why should we get one? How will it integrate with our existing systems? 09:45 The main requirements of ISO14001 10:15 EMS Building Blocks - An introduction to Resource Efficient Scotland’s guide to EMS implementation 10.30 What is new in ISO14001:2015 – Context, Leadership and Integration 11.00 Break

Agenda (continued)

11:15 Identifying environmental activities, aspects and impacts 11:45 Exercise: Identifying environmental activities in your

• wn organisation

12:00 What is new in ISO14001:2015 – Risk-based Thinking and Life Cycle Thinking 12:30 EMS in practice: a case study 12:45 Actions for your organisation 12:55 Next Steps 13.00 Lunch and drop-in clinic

EMS Basics

What is an EMS? An EMS is a structured, organised method of controlling and reducing the environmental impact

• f your operations, whatever they may be.

What is an EMS?

• Practical tool - To help organisations understand

and manage their impacts on the Environment

• Framework - To continually improve environmental

performance (managing negative impacts and helping to increase resource efficiency)

• Process – Through which organisations can engage with

employees, customers, clients and other stakeholders (enhancing reputation …helping demonstrate conformity with supply chain requirements)

Why should your company have an EMS?

• Adopting an Environmental Management

System (EMS) can:

– help your organisation meet its legal obligations, – improve its environmental performance, – increase resource efficiency, – provide cost savings and – ensure that environmental management is embedded within core business processes.

How will your company benefit?

• An EMS makes good business sense with

the following common beneficial outcomes:

– increased accountability, – improved efficiency, – reduced costs, – satisfied stakeholders, – management buy-in, – sales/marketing advantages and – assured legal compliance

How will it integrate with existing systems?

• An EMS is not a set of standalone procedures
• It should be:

– Based on sound management principles – It should support the identification of the strategic direction of the business – It should work in partnership with other key business management activities

• The EMS should therefore be fully integrated into normal

day to day management of the business

The Main Requirements

• f ISO 14001

ISO 14001 – Intended Outcomes

ISO 14001:2015 states that the intended outcomes

• f an EMS are to:

 Enhance environmental performance  Fulfil compliance obligations  Achieve environmental objectives. These intended outcomes can be achieved by:

• Protecting the environment by preventing or mitigating adverse

environmental impacts;

• Mitigate the potential adverse effect of environmental conditions
• n the organization;

ISO 14001 – Intended Outcomes– cont’d

• Controlling or influencing the way the organisation’s

products and services are designed, manufactured, distributed, consumed and disposed by using a life cycle perspective that can prevent environmental impacts from being unintentionally shifted elsewhere within the life cycle;

• Achieving financial and operational benefits that can result

from implementing environmentally sound alternatives that strengthen the organization’s market position;

• Communicating environmental information to relevant

interested parties.

Requirements of ISO 14001

ISO 14001 Requirements - Context

 Understanding the organisation and its context  Understanding the needs and expectations of interested parties  Determining the scope of the EMS What does this require you to do?

• Understand the internal and external pressures that apply to your
• rganisation. Every organisation operates within a context and the context is

unique to the organisation.

• Interested parties are individuals or groups of people who are interested on

the performance of your company. You will need to determine which of their needs and expectations will become ‘compliance obligations’.

• Set the scope of your environmental management system

ISO 14001 Requirements - Leadership

 Leadership and Commitment  Environmental Policy What does this require you to do?

• Top management need to demonstrate leadership and commitment to the

environmental management systems, this includes:

– Taking accountability for the effectiveness of the EMS and ensure that it achieves its intended outcomes (enhancement of environmental performance, fulfilment of compliance obligations, achievement of environmental objectives) – Ensuring the EMS is compatible with the organisation’s strategic direction and integrating it into the organisation’s business processes – Communicate the importance of environmental management and direct/support people to contribute to the effectiveness of the EMS

• Top management need to establish, implement and maintain an

Environmental Policy

• To management shall assign roles, responsibilities and authorities

ISO 14001 Requirements – Planning

 Actions to address risks and opportunities  Environmental Aspects  Compliance Obligations (Legal and Other Requirements)  Environmental objectives and planning to achieve them What does this require you to do?

• Determine the risks and opportunities related to environmental aspects,

compliance obligations, context and interested parties

• Determine the environmental aspects of its activities, products and services,

and their environmental impacts, considering a life cycle perspective

• Determine the compliance obligations related to its environmental aspects
• Establish environmental objectives at relevant functions and levels

ISO 14001 Requirements - Support

 Resources  Competence  Awareness  Communication  Documented Information What does this require you to do?

• Determine and provide the resources needed for the EMS
• Ensure that people working towards the EMS are competent on the basis of

appropriate education, training or experience

• Ensure that employees are aware of the EMS, Environmental Policy,

environmental impacts and compliance obligations

• Establish internal and external communications processes (relevant to the

EMS) e.g. environmental information, compliance obligations

• Maintain documented information (e.g. documents and records)

ISO 14001 Requirements - Operation

 Operational Planning  Emergency Preparedness and Response What does this require you to do?

• Establish, implement, control and maintain the processes and process

controls needed to operate the EMS (planning) and achieve its intended

• utcomes (objectives)
• Establish, implement and maintain processes to prepare for and respond to

emergency situations (e.g. oil spills)

ISO 14001 Requirements – Performance Evaluation

 Monitoring, Measurement, Analysis and Evaluation  Internal Audits  Management Review What does this require you to do?

• Monitor, measure, analyse and evaluate your environmental performance

(e.g. waste production, energy consumption, water consumption)

• Ensure that compliance obligations (legal and other requirements) are

fulfilled

• Set an internal audit programme and conduct internal audits at planned

intervals

• Top management shall review the EMS at planned intervals to ensure its

continuing suitability, adequacy and effectiveness

ISO 14001 Requirements - Improvement

 Nonconformity and corrective action  Continual improvement What does this require you to do?

• React to nonconformities, including:

– taking action to control and correct nonconformities – dealing with any consequences including mitigating adverse environmental impacts

• Identify the cause of nonconformities and implement action to ensure they

do not recur or occur elsewhere

• Determine opportunities for improvements and implement necessary actions

to ensure the EMS achieves its intended outcomes

• Continually improve the suitability, adequacy and effectiveness of the EMS to

improve environmental performance

Requirements of ISO 14001

EMS Building Blocks

An Introduction to the Resource Efficient Scotland’s guide to EMS Implementation

EMS Building Blocks: Existing Guide

• A stage by stage guide to

implementing an EMS based on ISO14001:2004

• Tools and templates to support

implementation of your EMS

Revised Guide

• Covers new requirements of ISO14001:2015
• Additional tools and templates
• Methodologies such as SWOT and PESTLE analysis to help meet

the new requirements

• Information on getting your EMS certified
• Information on further support available from Resource Efficient

Scotland:

– Resource efficiency audits – Metering and monitoring your resource use – Support for implementing resource efficiency measures including interest free loans – Events – Green Champions Training

Revised Guide: 5 Stage Process Basic Understanding and Leadership Business Context and Direction Aspects and Compliance Obligations Management and Operational Control Accredited Certification

What is new in ISO14001:2015 – Leadership, Context and Integration

Leadership

• The Basic Building Block of an Environmental

Management System is “LEADERSHIP”.

• Leadership is fundamental to the success of any project, initiative
• r business plan.
• Leadership can be defined as:

“Helping all to do the right things. Leaders set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an

• rganization; and it is dynamic, exciting, and inspiring”.

“Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.”

Leadership – the corner stone

• Leadership is THE corner stone of the new

environmental management system (EMS) requirements. All other requirements are based on the vision or pattern established by leadership.

Leadership and the EMS

• You need to have a clear idea of why an environmental

management system (EMS) is required for your

• rganisation. You therefore need to be able to answer the

following questions: WHY DOES MY COMPANY NEED AN EMS? WHAT ARE OUR DRIVERS FOR HAVING AN EMS?

ISO 14001:2015 Leadership Requirements

• ISO 14001:2015 states that leadership in Environmental

Managements Systems is required in order to: – a) take accountability for the effectiveness of the environmental management system; – b) ensure that the environmental policy and environmental

• bjectives are established and are compatible with the

strategic direction and the context of the organization; – c) ensure the integration of the environmental management system requirements into the organization’s business processes; – d) ensure that the resources needed for the environmental management system are available;

ISO 14001:2015 Leadership Requirements

• ISO 14001:2015 states that leadership in Environmental

Managements Systems is required in order to: – e) communicate the importance of effective environmental management and of conforming to the environmental management system requirements; – f) ensure that the environmental management system achieves its intended outcomes; – g) direct and support persons to contribute to the effectiveness of the environmental management system; – h) promote continual improvement; – i) support other relevant management roles to demonstrate their leadership as it applies to their areas of responsibility.

Context

• Business Context is centred around establishing the

internal and external pressures that apply to your company. Every organisation operates within a context and the context is unique to the organisation.

• Variables in context arise from:

– The products and services delivered to meet customer needs – The financial and people resources available – The location of activities – The activities and processes completed – The strategic vision for the company – The customer and supplier base

Context

• The implementation of an EMS is a strategic decision

influenced by the context of the organisation.

• The consideration of context ensures that all internal and

external issues that can impact strategic objectives, processes and the outcomes of the EMS are considered.

• Setting the context involves a number of key steps:
• 1. Establishing scope of activities
• 2. Establishing Who, What, When, Where, Why and How.
• 3. Establishing who is an interested party and why.
• 4. Assessing the business for risks and opportunities (will be

covered in a later session)

• 5. Setting policy (direction).

Context - Scope

• The scope of the EMS is the determination of the

boundaries of the Environmental Management System

• It is essentially a simple statement of what it is that your

company does

• Note: ancillary activities such as distribution should be

included in the scope statement Example scope statement: “We make and bake cakes at our premises and distribute the cakes to our local and national client base”

Context – Interested Parties

• Interested parties are individuals or groups of people who

‘focus on’ the performance of your company. Their interests may be in common but each ‘party’ will have a unique slant

• n your company and what their interest is in your company.
• It is useful to ask yourself:

“Who is interested in the environmental performance of our company and why are they interested?”

• You will need to understand the needs and expectations of

these interested parties and determine which of these needs and expectations become ‘compliance obligations’.

Context – Examples of Interested Parties

YOUR Organisation

Employees Regulators Others Suppliers Neighbours Investor / Bank / Shareholders Customers

Context – Interested Parties Analysis

• If the needs and expectations of these interested parties

are important to your business you may determine that these needs and expectations become ‘compliance obligations’.

• To determine this you may undertake an Interested Party analysis:

Interested Party Need or Expectation EMS Critical

Customers Supply of goods / services to specification Yes Employees Continued employment No Safe working environment free from pollution Yes Regulators Compliance with the law or site permit Yes

Integration

• The intended mechanism of ISO 14001:2015 is that it is

integrated into the organisations day to day management and not simply developed as an ‘add on’ or a system that is maintained by a single individual or department

• An EMS is a management system based on sound management

principles that should support in identification of the strategic direction of the organisation and that should work in partnership with other key business management activities such as financial control.

• The introduction of the ‘Context’ and ‘Leadership’ clauses

reflects the intention of ‘Integration’ into the business

Integrated Management Systems

• The ISO 14001:2015 standard has been drafted

alongside other management system standards (such as ISO 9001:2015 - Quality Management Systems) and there is a common structure that allows for integration of the standards to form an INTEGRATED Management System.

• The Annex SL structure is the high level structure that will be

applied to all management systems standards. This will facilitate the integration of management systems.

Integrated Management Systems

• The Annex SL structure is the high level structure that

will be applied to all management systems standards and the 10 point major clause structure will be identical:

• 1. Scope
• 2. Normative References
• 3. Terms and Definitions
• 4. Context of the Organisation
• 5. Leadership
• 6. Planning
• 7. Support
• 8. Operation
• 9. Performance Evaluation
• 10. Improvement

And now it’s time for...

Identifying environmental activities, aspects and impacts

Environmental Aspects and Impacts

Definitions: Environmental Aspect: “element of an organisation’s activities, products or services that interacts or can interact with the environment” Environmental Impact: “changes to the environment, whether adverse or beneficial, wholly

• r partly resulting from an organisation’s environmental aspects”

Environmental Aspects and Impacts

ISO 14001:2015 requires that: “Within the defined scope of the EMS the organisation shall determine the environmental aspects of its activities, products and services that it can control and those that it can influence, and their associated environmental impacts, considering a lifecycle perspective” So how can we go about achieving this?

Environmental Aspects and Impacts

• The easiest approach to this is to develop a process

diagram of what you organisation does.

• Company data such as your current supplied products list

would be useful to review at this stage.

• Each input, process and output should be identified.
• Using a mind-map or brown paper with post-its and a camera

to record the results for later reference is a good way to collate this information.

INPUTS PROCESSES OUPUTS

Environmental Aspects and Impacts

• Depending on the complexity of your business operations,

this process may best be completed at an activity specific level – e.g. unit operations in a chemical production process

• The scope of the identification should include:

– activities (e.g. transport of product) – processes (e.g. production) – services (e.g. off-site meetings with clients)

• Consideration of environmental aspects in the use of product

and services (e.g. energy consumption, lifetime, disposal) plus, where known, the environmental aspects arising from sourcing

• f raw materials, should be identified – this is because the EMS

is also required to demonstrate life cycle thinking.

Environmental Aspects and Impacts Example 1

Business Activity

• Consultant travel by car

Environmental Aspect

• Consumption of fuel

(petrol/diesel) Environmental Impact

• Use of non-renewable

resources (fossil fuels)

• Atmospheric emissions
• Localised air pollution

Example Environmental Aspects

Environmental Aspects

Energy Use Production

• f waste

Fuel use in transport Water use Effluent disposal Use of natural resources Oil storage and disposal

Classifying Environmental Aspects

• Environmental aspects should be categorised as follows:

– Normal: environmental aspects are those encountered as part of routine operations. – Abnormal: environmental aspects are from activities not normally encountered as part of day-to-day running of the business e.g. night operations or unscheduled maintenance of broken machinery. – Emergency: environmental aspects are encountered in emergency situations such as equipment failure, extreme weather or fire.

Environmental Aspects and Impacts

• An initial review of site information and baseline data (e.g.

annual costs and quantities of energy use, water use, waste and raw materials) will help you to prepare a list of environmental aspects for your company.

Identifying compliance obligations

• Relevant to discuss at this stage because there is a

lot of interaction between environmental aspects and compliance obligations

• Compliance Obligations (which can still be referred to as legal

and other requirements) are defined as: “legal requirements that an organisation has to comply with and

• ther requirements that an organisation has to or chooses to

comply with”

• Compliance obligations can arise from:

– Law and regulations (i.e. mandatory) – Voluntary commitments (e.g. organisation/industry standards) – Contractual relationships – Code of practice and agreements with community groups or NGOs

Understanding compliance obligations

• ISO 14001 requires that an organisation determines the

compliance obligations that are related to its environmental aspects

• Some examples could include:

Environmental Aspects Compliance Obligations

Use of f-gases in air conditioning units The Fluorinated Greenhouse Gases Regulations SI 2015/310 Disposal of waste batteries Waste Batteries (Scotland) Regulations SSI 2009/247 Generation of packaging waste (from placing packaging on the UK market) Producer Responsibility Obligations (Packaging Waste) Regulations SI 2007/871

Scoring Environmental Aspects

• Once all the aspects and compliance obligations have been

identified for your company, you must determine those aspects that have or can have a significant environmental impact (i.e. your significant environmental aspects), using a scoring method.

• There is no definitive method for determining significance as it

needs to be relevant to the individual business needs but there are a number of methods that could be used depending on the complexity of the company.

Environmental Aspects and Impacts

• A simple High, Medium and Low ranking regime may be

applied to companies with limited aspects arising from simple and limited activities, processes and services.

• More complex companies would benefit from a more robust

approach that allocates scores to the aspects based on numeric values ascribed to various categories of scores. Inputs that should be considered include compliance

• bligations, concerns of interested parties (internal/external),

type, scale, frequency, severity, duration, and exposure.

• Whichever method your business chooses should be

repeatable and should be checked once completed to ensure that the results reflect the actual activities of your business. The aspects deemed significant for your organisation are the

• nes your EMS will seek to control.

Example Scoring Table

Example of environmental significance scoring table:

CATEGORY SCORE Legislation Other Requirement Likelihood Severity Normal / Abnormal/ Emergency SPECIAL SCORE LEGAL REQUIREMENT APPLIES 50 BUSINESS PRIORITY REQUIREMENT APPLIES 25 N/A Catastrophic environmental incident 50 N/A HIGH INDIRECT LEGAL REQUIREMENT FOR SUPPLY CHAIN 10 SUPPLY CHAIN PRIORITY OR HIGH IMPORTANCE REQUIREMENT 10 10 10 Normal 10 MEDIUM N/A 5 5 5 Abnormal 5 LOW / NIL N/A 1 1 1 Emergency 1

Environmental Aspects and Impacts

• The environmental aspects need to be regularly reviewed

to establish whether the significance to the business has changed and therefore whether it needs some form of control.

• A change management process is usually beneficial to consider the

possible consequences of proposed changes that may impact on environmental performance.

• As and when changes, including planned or new developments,

and new or modified activities, products and services change, the environmental aspects and significance will need to be reviewed.

Exercise: Identifying environmental aspects and impacts in your own

• rganisation

Discuss:

In your tables come up with at least three examples in total of each of:

• For those organisations that do not yet have an EMS

– What are your main activities that have an environmental impact?

• For those organisations that have an EMS certified to the 2004

standard:

– What activities not currently covered by your existing EMS will need to be covered in order to obtain ISO 14001:2015?

What is new in ISO14001:2015 – Risk- Based Thinking and Life Cycle Thinking

Risk Based Thinking

ISO 14001:2015 requires organisations to determine the risks and opportunities related to its:

– Context – Interested Parties – Environmental aspects – Compliance obligations

Risk: “the effect of uncertainty” Risks and Opportunities: “potential adverse effects (threats) and potential beneficial effects (opportunities)”

Risk Based Thinking

Why is risk based thinking required?  To give assurance that the EMS can achieve its intended outcomes

 Enhancement of environmental performance  Fulfilment of compliance obligations  Achievement of environmental objectives

 Prevent or reduce undesired effects, including the potential for external environmental conditions to affect the organisation  Achieve continual improvement

Risk Based Thinking

• The risks and opportunities facing an organisation should

be central to the strategic direction and strategic decision making of that company – knowledge of them and an appropriate response to them underpins current and future performance.

• Identification of business risks and opportunities are key to the

implementation of an effective environmental management system.

• Identification of business risks and opportunities is typically

completed through management tools such as PESTLE and SWOT although specific tools such as Failure Modes Effects Analysis, Fault Tree Analysis, HAZOP and HAZAM and financial risk models may also be applied depending on the complexity of the organisations activities and processes.

Risk Based Thinking - SWOT

• A SWOT analysis looks at the:

– Strengths – Weaknesses – Opportunities – Threats

• posed within the wider context of the organisation.
• It is a useful tool, but can be quite limited in the depth that it can

developed so is likely to only be appropriate for smaller SMEs with a limited product or service offering.

Risk Based Thinking - SWOT

STRENGTHS

E.g. Established leader in market place Recognised environmental credentials

WEAKNESSES

E.g. Small company with limited access to finance for capital projects

OPPORTUNITIES

E.g. New supplier of environmentally 'sound' raw material that reduces energy requirements

THREATS

E.g. New legislation bans key raw material

SWOT ANALYSIS

Risk Based Thinking – PESTLE

• A more detailed approach suitable for larger organisations is

a PESTLE Analysis:

Economic Political Social Technological Environmental Legal

Risk Based Thinking – PESTLE Example - Economic

AREA ISSUE POTENTIAL IMPACT ON BUSINESS POTENTIAL RISKS and/or OPPORTUNITIES ACTION REQ’d (Y/N) ACTION(S) to address risks and opportunities (incl. effectiveness controls)

Economic New investor POSITIVE Possible to improve asset condition and implement planned maintenance programme Long-term cost reductions Competitive advantage Y Negotiate deal with investor for sustainable future

Risk Based Thinking – PESTLE Example - Social

AREA ISSUE POTENTIAL IMPACT ON BUSINESS POTENTIAL RISKS and/or OPPORTUNITIES ACTION REQ’d (Y/N) ACTION(S) to address risks and opportunities (incl. effectiveness controls)

Economic Key person incapacitated NEGATIVE Inefficient / non-compliant

• perations

Failure to meet

• rders in a

compliant manner Y Review opportunities to document ‘job’ knowledge in procedures Review deputy structure Develop succession plan

Risk Based Thinking – PESTLE Example - Legal

AREA ISSUE POTENTIAL IMPACT ON BUSINESS POTENTIAL RISKS and/or OPPORTUNITIES ACTION REQ’d (Y/N) ACTION(S) to address risks and opportunities (incl. effectiveness controls)

Legal

Change in legislation NEGATIVE Unable to meet requirements with current assets

• Production closure

as non-compliant with law

• Major CAPEX

required to meet requirements Y Complete analysis of compliance options Liaise with Enterprise Agency for possible grant support in new process POSITIVE Possible to improve production efficiencies and reduce waste

• Long-term cost

reductions

• Competitive

advantage

• Key market-place

differentiator Y Liaise with Resource Efficient Scotland

Risk Based Thinking

• The examples provided are just a snapshot of some

simple risks and opportunities

• When undertaking your SWOT or PESTLE analysis you should

complete a full table, noting that multiple entries per category may be appropriate

• Accurately identifying risks and opportunities will enable your
• rganisation to determine which factors will affect and are

affected by, its operations, and this can help to determine the scope of the EMS.

• Risks and opportunities will allow your business to focus on

particular areas for improvement or risk mitigation.

• Environmental factors that can affect, or be affected by, an
• rganisation’s products, services, investments and interested

parties should be emphasised.

Life Cycle Thinking

ISO 14001:2015 requires that: “Within the defined scope of the EMS the organisation shall determine the environmental aspects of its activities, products and services that it can control and those that it can influence, and their associated environmental impacts, considering a lifecycle perspective” Lifecycle: “consecutive and interlinked stages of a product (or service) system, from raw material acquisition or generation from natural resources to final disposal”

Life Cycle Thinking

• So what does this actually require?

– It requires careful consideration of the lifecycle stages that can be controlled or influenced (i.e. it doesn’t require that a detailed life cycle assessment is completed) – Therefore, you need to think of environmental aspects at each stage of the ‘lifecycle’ – The intention of this requirement is to require organisations to consider whether they can control or influence an environmental aspect at different stages in its lifecycle. This lifecycle thinking means that a 2015 EMS should be much broader in terms of its environmental management

Life Cycle Thinking

Life Cycle Thinking – Example: Laptop

• Design

– better design leads to reduced energy consumption during the life of the product (e.g. energy saving mode)

• Procurement

– avoid the use of rare earth metals, these are a supply chain vulnerability and have high environment impacts at extraction

• Production

– improvement in the manufacturing process can reduce impacts

• Transport and Delivery

– logistics planning to optimise journeys

• Use

– providing information to a customer on energy saving processes

• End of life treatment and final disposal

– provide information to customers on how to return their product so it can be disassembled and components re-used and recycled

Life Cycle Thinking

• Key reminders on life cycle thinking:

– The lifecycle stages that are applicable will vary depending on the activity, product or service – The extent of direct control or influence will vary depending on the activity, product or service – Remember you are also a part of other organisation’s lifecycle:

• E.g. suppliers (upstream)
• E.g. customers (downstream)

– This is an opportunity to engage upstream and downstream to improve the environmental performance of your activity, product and service

EMS in practice: two brief case studies

UK Operations of International IT Company

• Existing EMS certified to ISO14001:2004
• EMS fully integrated into management of the company
• Strong leadership and robust management processes
• Range of business activities including management of data

centres, delivery of IT related services and products, management

• f a portfolio of buildings
• Large UK workforce

Easy to Implement

Leadership Involvement and Accountability

• the existing EMS was fully integrated into the management
• f the company with significant senior management involvement

Communication Strategy

• High levels of engagement with the existing EMS of both staff and

contractors Risk Based Thinking

• Robust risk management already integrated into business

processes

Hard to Implement

Interfaces with Suppliers

• Procurement was not in the scope of their ISO14001:2004.

The organisation decided to bring it into scope to meet the new requirements.

• Life cycle thinking was not a consideration for procurement
• This required fundamental changes to processes, procedures and

training

Small UK Manufacturer

• Design and manufacture of products
• One UK site
• Existing EMS is certified to ISO14001:2004 but is “tick box”
• Some senior management involvement
• EMS not integrated into business management processes

Implementation Challenges

• Leadership involvement and commitment
• Re-engineering business processes to incorporate EMS

requirements

– Particularly challenging for design and procurement processes

• Time commitment for system upgrade

Actions for your

• rganisation

Organisations with an existing EMS

• If you have an existing ISO 14001 EMS then you should:

– Review the ISO 14001:2015 Standard and understand the key changes between the 2004 and 2015 Standards – Engage with top management and determine when your

• rganisation is going to transition to the 2015 Standard

– Set out a transition timeline

• Set out milestones for key transition activities
• Talk with your certifying body about when they can certify

you to the 2015 Standard

Note: most certifying bodies are engaging early with clients to advise on the changes to ISO 14001:2015 and how that affects your audit cycle

Organisations with an existing EMS

• If you have an existing ISO 14001 EMS then you should:

– Determine your resourcing requirements:

• Will you need additional training? (e.g. attending a

Managing the Transition to ISO 14001:2015 course?) – Undertake a Gap Analysis:

• Undertake a systematic and thorough review of the

existing EMS and supporting business processes against the requirements of the 2015 Standard – Develop a Gap Analysis Action Plan:

• This can be an output of the gap analysis and should
• utline the programme of actions required to manage the

transition to ISO 14001:2015

– Engage with your Certifying body to arrange certification!

Organisations without an EMS

• If you do not have an EMS then you should:

– Review the ISO 14001:2015 Standard to understand the key requirements of the 2015 Standards – Develop an EMS implementation plan:

• This should be a detailed plan that outlines the programme
• f actions required to establish, implement and maintain an

EMS to ISO 14001:2015 – One the EMS has been implemented you should ‘run’ the EMS for at least 3 months to embed it into the organisation and identify/address nonconformities and implement any improvement opportunities – Engage with your Certifying body to arrange certification!

Next steps

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Step 4 Step 3 Step 2

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Step 1

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Motivate your staff and senior management, and bolster their commitment to achieving your business’s environmental goals Focus your efforts on a clear set of achievable performance improvement actions Get the recognition you deserve from employees, customers and wider stakeholders

"By committing to a Resource Efficiency Pledge, we believe we will reduce our carbon emissions, costs and generally be a more sustainable business.“ Richard Carr, | Webhelp UK “The pledge will encourage us to keep our staff and clients engaged and inspire us to keep investigating best practice and new innovations.” Sarah Potter | Film City Glasgow

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