Environment Management System Introduction Over The Past Decade, The Use Of Environmental Management Systems Has Been Promoted By Government For Assisting Companies In Improving Their Environmental Performance And Moving Beyond The Compliance Of Law

1.how your chosen company can manage compliance with legislation and regulations within an ISO 14001 certified Environmental Management System (EMS).

 

The Environmental Management System (EMS) is an on-going business sequence of planning, incorporating, enhancing and reviewing the actions and processes. These are managed by companies to fulfil its environmental obligations and frequently enhance its environmental performance. A productive Environmental Management must be produced in Babcock International on the model “Plan, Do, Check, Act” (PDCA), which manifests the idea of frequent enhancement (Zhu et al, 2013).

Babcock International must follow ISO 1400. It is a global standard that identifies the needs of EMS. A framework is provided by EMS which is relevant to every size and type of companies using the method. It depends on the commitment from every function and level that how successful the system is, particularly from higher management. (Khalili and Duecker, 2013).  For the reputation and credibility of organisation, ISO certified can give a sudden boost and it can provide more competitive edge. The requirement to depict effective management is important for tenders as certification is the major benefit. Linking supply chains often implies that certification is a necessity, depicting to suppliers and consumers that one have sustainable and robust business. Environmental, Quality and Health & Safety can be applied to all of the organisations, and information security is also more prevalent now (Wagner, 2013).

 

The most crucial factors that are required for arranging a successful Environmental Management System in Babcock International are:

  • Achieving complete commitment from the higher management of the company.
  • Making the EMS working staff of the company to create the system.

The initial task assigned to the EMS working staff of Babcock International is to carry out “Baseline Assessment” of the company, which supports in recognising the present strengths and weaknesses of the company in environmental safety.   Gap Analysis and an Initial Environmental Review is involved by the Baseline Assessment (Liu et al, 2012).

1.1.Initial Review of Environment

An initial review of previous environmental systems and programs in the company is Initial Environmental Review (IER).  Understanding the technique of company to the concerns of environment will help the company in recognising the sections which needs to be improved. Moreover, company may want to compute the conditions of baseline environment at its facility for contrast to the conditions in future (Lehmann and Joseph, 2015).

According to Heras?Saizarbitoria and Boiral (2013) the best way to conduct the review is through consultations with various functions in the company, importantly line workers and line managers. The basic reason behind reviewing is to recognise the daily working knowledge of the operations of company. Hence, it is significant to take account of personnel who got the direct understanding of as many appropriate functions as likely to be.       

1.2.Analysis of Gap

A Gap Analysis is a mechanism which is used to take something out of IER of the company to recognise the gaps between current practices of management, and those needed by standard of EMS. It is considered to be an effective tool for the company to find ways to enhance the environmental management practices of the company and to set priorities on needing the action. In order to complete the given Generic ISO 14001 Environmental Management System Templates of Gap Analysis Report, company should:

  • List its previous environmental documents and enactments parallel to every clause of ISO 14001 in “Remarks”.
  • Contrast the products in Remarks with the standard of ISO 14001 and rate position of the company on right column (Hill et al, 2012).  

1.3.Development & Implementation of EMS

On completing the Initial Environmental Management System Planning, the very next step for working staff of EMS is to create EMS of the company based on gathered information and gaps recognised in baseline assessment. A basic need is to create set of documents of EMS which are modified for the company. The structure of 4-level EMS documentation is a global enactment in line with incorporation of ISO 9001 standards of Quality Management System (Pondeville et al, 2013). The training materials of EMS brought by globally known enterprises i.e. International Register of Certificated Auditors and Institute of Environmental Management and Assessment also implements this 4-level structure of documentation. After creating the documents of EMS with respect to the rules and regulations given in this support package, system is required by the company to apply, incorporate the approaches and keep records to reveal conformity with the needs of EMS which company have established (O'riordan, 2014).           

1.4.Documentation

The definition of every process which certifies success during incorporation and operation is provided by this step. A significant technique is to give definition of roles of individuals whose work can affect the incorporation of EMS. Normally, two of core factors in this method are well-defined programs of training and productive control systems of documents. 

1.5.Fulfilment of legal requirements

This needs to be certified that environmental method is recognised, incorporated and kept by company in order to recognise, understand and have way in to every legal and other demands pertinent to environmental aspect of company’s activities. Legal and other demands comprise of but are not confined to

  • Legal demands – Regulations, Ordinances
  • Other demands – intended codes of principles of enactment, non-regulatory procedures, company-specific codes, technical circulars, requirements of contract and so on (Jabbour et al, 2013).

 

1.6.Commitment of Top Management

Unless the upper management and owner are supportive and committed to the EMS, it is hard to get the cooperation and resources required to successfully develop and implement an effective system. The environmental policy, as supported and endorsed by management, explains the organisational strategy and identifies the commitments and scope of EMS to customers, employees and the ones present outside the organisation, like community groups, investors and local agencies.

With reference to Comoglio and Botta (2012) commitment of higher management is most significant to make sure the credibility and productivity of EMS in an enterprise. It does not matter what are the outcomes of changes and audits, higher management should reconsider the demand of changes to methods, policy and objectives. The dynamics of business are accountable for consistent change. This change then creates a need for reconsideration of higher management, to make sure sustainability, adequacy and effectiveness. The growth of this conventional Deming cycle “plan-do-check-act” was done into the framework of incorporation ISO 140001 by Fang et al (2014) in the industry of development. The framework can operate as a process for linking the approaches of construction to maintainable development.

  • Taking into account the variety of activities carried out by the company, give an evaluation of what the company expect their core environmental elements may be, involving detail on where and how these elements come about, what will be its impact on international and national environment and the way company has assessed their importance.
  • Depending on the major elements, define few appropriate targets, goals and programs about environmental management which would be appropriate to the company.   

2.Considering the range of activities undertaken by your chosen company, provide an analysis of what you expect their significant environmental aspects may be, including detail on how and where these aspects come about, the nature of their effects on the local and global environment and how you have assessed their significance.

Behavior with communities, suppliers, employees and customers is very significant and affect over environment is important for deliverance of performance and for achievement of plans. It is believed that success can be acquired with the help of sustainable business that is why at Babcock the standards of business ethics have been uphold. Commitment towards the management of energy use and environmental influences is most important. The introduction of the Energy Savings Opportunity Scheme (ESOS) legislation look over the review energy use and business audit across business transport, procedures, and built estate and acquire compliance for all of the operations of UK. The acquired chances for efficiencies and energy savings which have been determined will help in review to create a project program to focus the most effective measures and to make decrement in the carbon emissions and energy consumption (Pereira-Moliner et al, 2012).

It has been seen this year that Babcock is renewing the certification for the fourth year to the Carbon Trust Standard. With the development of emissions which arise from the business, travelling has become more important therefore reporting on these is done more comprehensively, not only the ones which develop by road travel but also by air and rail.

Collating and collecting environmental data for diverse and large organisation is big undertaking and the implementation of the use of central software dependent on the system has been started for allowing the automatic report and upload on energy consumption data. The data has been improved and refined, and it has also been classified, and it has rebased 2015 figures in the chart of Total Group Emissions on the similar basis for consistency (H?ebí?ek et al, 2014).

For longer time period, the software systems allow the organisation to report and record on much of environmental data for instance, purchased services and goods, corporate social responsibility initiatives, waste and water. Many overseas organisations will also be motivated to utilise the reporting system and data collection, permitting them to acquire compliance in countries and to fulfill the needs of UK organisation. Being a global group, Babcock determines the significance of applying practices of good environment across the organisation and ensuring that standards are acquired wherever the operations are performed by organisation. In the previous year, the organisation has taken large number of initiatives for reducing the influences of environment. Cavendish Nuclear have: enhanced the use of rail travel; utilised electric cars for business travel, saving 1,357kg CO2 and totaling 8,770 miles and acquired a decrement in the carbon footprint of 21%  (Fan and Huang, 2012).

Rosyth Dockyard, with the help of integration of ‘Targeted Carbon’ decrement initiatives like upgrading of lightening in developing offices and bays to LEDS, improving the Developing Energy Management System, old maintenance with vans, acquired a 10% decrement at a time in carbon footprint. Devonport Dockyard took a ‘Battle of Buildings’ challenge to observe that over the time period of Christmas who will be the one to save most of the energy (Ioppolo et al, 2013). 38 of the buildings took part, the assumed savings for sites, through switching off unnecessary heating and electricity, were 1MW of energy and decrement in carbon emissions. One of the building acquired 86% decrement in energy consumption. Network Engineering who work with Engineering teams, Design and Procurement have targeted the recycling and reuse of materials on sites. Along with the partners of waste management, introduction of recycling facilities was done to fixed sites which resulted in 42% increment in recycling. Major improvements in site waste management practices also resulted in better segregation of waste streams and it caused an increment in materials (Campos, 2012).

3.Based on these significant aspects, define some suitable objectives, targets and environmental management programmes that would be relevant to this company.

It has been stated by Kuo et al (2012) the evaluation of the success of EMS of organisation can be done through looking over the progress of organisation towards fulfilling its environment-linked targets and objectives. Interpreting the common features of EMS help in ensuring the situations required to facilitate the design of EMS. Programmes, objectives and targets are at one way in which EMS can control environmental influences and approaches.

3.1.Objective

Is the goal of environment, which is consistent with the policy of environment that is set by organisation.

3.2.Target

Is in detail requirement of performance, which can applied to few parts or to the whole organisation, that arises from objectives of environment, and that should be set and fulfilled for achieving the objectives.

3.3.Programmes

Programmes should be connected to environmental targets and objectives and they should explain that how organisation will translate policy and goals commitment into actions so that targets and objectives are acquired.

A suitable implementation of EMS can help in managing the effect of environment, can make improvement in the performance of environment, can improve data collection, improve training and communication. There is potential for EMS to provide security to money through process change or product choice. In addition to this, an EMS can also help in reducing risks. Narasimhan and Schoenherr (2012) gave a technique for helping the risks in which construction pollution index (CPI) helped in identifying level of pollution or hazards which is caused projects for urban construction. The writers defined that CPI is the major part for the progress of construction management through environmental management. The ISO 14001 EMS process requires each and every project to identify and work for fulfilling the federal, state and local requirements. Mitigation of few of the risks can help in reducing the insurance costs. The standards of ISO target the conformance with developed procedures, plans and policies, but it does not underline the needs for performance of environment beyond collaboration with appropriate legislation. However, organisations are free for setting the objectives that enhance compliance needs. Organisations which implement ISO 14001 may select EMS to be certified. They can look for certification from third party (the ones identified by national accreditation body). Most of the organisation who seek for certification employ such accredited bodies; these may be assumed on such markets with greater credibility, however an organisation that does the implementation of ISO 14001 for internal purposes of management (without expecting benefits from public, customers, or regulators perception) may select not to seek certification from third party (Liu et al, 2012).

 

 

 

 

No

Objectives

Targets

EM Programs

1

Management of waste material

  • To reduce waste material of engineering projects by 10% in coming five months.
  • To increase disposal of waste material by 15% in next 3 months.

 

  • Plant for disposing off the waste material

 

2

Reduction in electricity consumption

To reduce consumption of electricity by 5% in next 4 months

  • Use of solar panels
  • LED lights

3

Reduction in use of natural resources in engineering projects

To decrease the utilisation of natural resources in projects.

  • Use of recycling plants
  • Self-generation of electricity

 

4.Conclusion

An immediate identifier of successful EMS is acquiring the target of regulatory compliance. The criteria that are set by an organisation for measurement of the improvement can be different and it is based on the regulatory burden and compliance of organisation. EMS can be used by management for monitoring the legal needs and plan expenses linked with monitoring, reporting and permitting for ensuring law compliance. A company is enabled by EMS to assess and set up efficacy of techniques, to make an environmental objectives and policy, gain compliance with them, and express such compliance to others. Babcock International has focused considerably on environmental management system and compliance with standards of environmental management systems but still there is a need of implementing better approaches to environmental management system. The company has to ensure complete fulfilment of environmental standards in order to get long term success.

5.References

Campos, L.M., 2012. Environmental management systems (EMS) for small companies: a study in Southern Brazil. Journal of Cleaner Production32, pp.141-148.

Comoglio, C. and Botta, S., 2012. The use of indicators and the role of environmental management systems for environmental performances improvement: a survey on ISO 14001 certified companies in the automotive sector. Journal of Cleaner Production20(1), pp.92-102.

Fan, Y.R. and Huang, G.H., 2012. A robust two-step method for solving interval linear programming problems within an environmental management context. Journal of Environmental Informatics19(1), pp.1-9.

Fang, S., Da Xu, L., Zhu, Y., Ahati, J., Pei, H., Yan, J. and Liu, Z., 2014. An integrated system for regional environmental monitoring and management based on internet of things. IEEE Transactions on Industrial Informatics,10(2), pp.1596-1605.

Heras?Saizarbitoria, I. and Boiral, O., 2013. ISO 9001 and ISO 14001: towards a research agenda on management system standards. International Journal of Management Reviews15(1), pp.47-65.

H?ebí?ek, J., Soukopová, J., Štencl, M. and Trenz, O., 2014. Corporate key performance indicators for environmental management and reporting. Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis59(2), pp.99-108.

Hill, R., Grant, C., George, M., Robinson, C.J., Jackson, S. and Abel, N., 2012. A typology of indigenous engagement in Australian environmental management: implications for knowledge integration and social-ecological system sustainability. Ecology and Society17, pp.1-17.

Ioppolo, G., Saija, G. and Salomone, R., 2013. From coastal management to environmental management: The sustainable eco-tourism program for the mid-western coast of Sardinia (Italy). Land Use Policy31, pp.460-471.

Jabbour, C.J.C., de Sousa Jabbour, A.B.L., Govindan, K., Teixeira, A.A. and de Souza Freitas, W.R., 2013. Environmental management and operational performance in automotive companies in Brazil: the role of human resource management and lean manufacturing. Journal of Cleaner Production47, pp.129-140.

Khalili, N.R. and Duecker, S., 2013. Application of multi-criteria decision analysis in design of sustainable environmental management system framework. Journal of Cleaner Production47, pp.188-198.

Kuo, L., Yeh, C.C. and Yu, H.C., 2012. Disclosure of corporate social responsibility and environmental management: Evidence from China.Corporate Social Responsibility and Environmental Management19(5), pp.273-287.

Lehmann, J. and Joseph, S. eds., 2015. Biochar for environmental management: science, technology and implementation. Routledge.

Liu, K.F.R., Ko, C.Y., Fan, C. and Chen, C.W., 2012. Combining risk assessment, life cycle assessment, and multi-criteria decision analysis to estimate environmental aspects in environmental management system. The International Journal of Life Cycle Assessment17(7), pp.845-862.

Narasimhan, R. and Schoenherr, T., 2012. The effects of integrated supply management practices and environmental management practices on relative competitive quality advantage. International Journal of Production Research,50(4), pp.1185-1201.

O'riordan, T., 2014. Environmental science for environmental management. Routledge.

Pereira-Moliner, J., Claver-Cortés, E., Molina-Azorín, J.F. and Tarí, J.J., 2012. Quality management, environmental management and firm performance: direct and mediating effects in the hotel industry. Journal of Cleaner Production37, pp.82-92.

Pondeville, S., Swaen, V. and De Rongé, Y., 2013. Environmental management control systems: The role of contextual and strategic factors.Management accounting research24(4), pp.317-332.

Wagner, M., 2013. ‘Green’human resource benefits: do they matter as determinants of environmental management system implementation?.Journal of Business Ethics114(3), pp.443-456.

Zhu, Q., Cordeiro, J. and Sarkis, J., 2013. Institutional pressures, dynamic capabilities and environmental management systems: Investigating the ISO 9000–Environmental management system implementation linkage. Journal of environmental management114, pp.232-242.

 

 

 


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