EMS AND ISO 140001.pdf
- 1. Environmental Management Topic III: EMS and ISO 14001 Samir Meramo, PhD.
- 2. Intro to EMS
- 3. Ecological Footprints Source: Donella Meadows, “Our Footprints’ Are Treading Too Much Earth,” Charleston (S.C.) Gazette, April 1, 1996.
- 4. Major Challenges to Sustainability
- 5. Total Environmental Burden Where: EB = Environmental Burden P = Population A = Affluence T = Technology EB = P x A x T
- 7. Building Sustainable Business Strategies Megacities
- 8. Integrating Sustainability into Strategic Decisions: Points of Focus • Philosophical and ethical underpinnings • Strategies • Production and operations systems • Structures • Change processes
- 9. Incorporating Sustainability in Organizational Philosophy & Ethics • Adopt ecocentric management • Align the management processes of the business organization with the biophysical processes of the natural environment • Pursue an enterprise strategy • Reflect a firm’s responsibilities to the larger society in strategic decisions • Ask “what do we stand for?” • Rely on stakeholder analysis
- 10. Strategies for Sustainability • Strategic vision links enterprise strategy to strategic actions • Strategic actions thus reflect sustainability • Process-driven strategies • Market driven strategies • Both of these strategies can be economically feasible and and even lucrative for firms • The move to sustainability is sequential • First, pollution prevention • Second, product stewardship • Finally, sustainable development strategies
- 11. Aligning Production with Nature • Involves the development of ecologically based networks of firms and stakeholders • Relies on appropriate technologies • These stress low total costs, small scale, and compatibility with human creativity • Requires movement through three stages • Type 1, the traditional linear model of production • Type 2, where recycling of materials and energy becomes institutionalized • Type 3, where the only inputs to the system are renewable energy and a closed-loop system of operations and materials usage
- 12. Structures for Sustainability • Schumacher argued for a need to create “smallness” within large organizations • Push responsibility and autonomy farther down the organizational hierarchy • Create intellectually and spiritually fulfilling jobs • Senge urged managers to create learning organizations by instilling learning disciplines • Systems thinking • Personal mastery • A shared organizational vision • A willingness to question mental models • Team learning processes
- 13. Creating Sustainable Cultures • Strategic changes to enhance sustainability require cultural change to be successful • This will necessitate “third-order” change • First-order change: new ways to reinforce current values, objectives and modes of operation • Second-order change: modifying these organizational dimensions • Third-order change: discontinuous and simultaneous shifts to entirely new values, objectives, and modes of operation • Third-order change necessitates a new culture
- 14. Barriers to Pollution Prevention Identifying a Pollution Prevention Opportunity Identifying an Appropriate Solution Implementing that Solution Decision- Making Steps Culture Information-Processing Abilities Organizational Politics Complicating Organizational Issues
- 15. ISO 14001: 2015 Guidelines
- 16. History of ISO 14001 BS7750 1994, ISO 14001: 1996, ISO 14001: 2004. ISO 14001:2015 16
- 17. Annex SL • High Level Structure • Scope • Normative references • Terms and definitions • Context of the organisation • Leadership • Planning • Support • Operations • Performance evaluation • Improvement 17
- 18. Main changes to systems. • No requirement for a ‘manual’ or ‘documented procedures’ • No requirement for a ‘Management Representative’ One ghost which has been laid to rest is the belief that everyone needs work instructions no matter how experienced or senior they are in the organisation. 18
- 19. ISO 14001 -2015 Key changes • Context of the organisation • Interested parties- more specific • Scope – more specific • Leadership – some specifics 19
- 20. 4.0 Context of the organisation • Scope – fully define? • Interested parties – who? What? • Threats and Opportunities What? • Compliance obligations What? 20
- 21. Threats and Opportunities • SWOT analysis • PEST analysis • Listing and dealing with the outcomes 21
- 22. Management System P Customers The Media Public NGO’s - non industrial NGO’s - industrial Academia Science Governments Industrial federations Unions Banks Insurance companies Pressure groups Shareholders/ Owners Regulators Competitors Interested Parties Emergency Responders Staff The WI
- 23. …and how to gather their requirements. • Neighbours – Open Day • Commercial Partners – Supplier day • Local Officials – ask them • Regulatory Bodies – the official websites, visit/inspection • Employees – suggestion schemes • Shareholders – AGM • Emergency Responders – Practice drills • Other Industries – Internet • Customers – Surveys, social media • Suppliers of Raw Materials – Contracts • Designers – Design reviews • Non Government organizations (Industrial) – Trade fairs • Non Government organizations (Non-Industrial) – they usually tell you!
- 24. Political ecological/ environmental issues current legislation home market future legislation international legislation regulatory bodies and processes government policies Economic home economy situation home economy trends specific industry factors customer/end-user drivers taxation specific to product/services seasonality/weather issues Social lifestyle trends demographics consumer attitudes and opinions media views law changes affecting social factors brand, company, technology image consumer buying patterns fashion and role models major events and influences ethical issues Technological competing technology development research funding associated/dependent technologies replacement technology/ solutions maturity of technology manufacturing maturity and capacity information and communications consumer buying mechanisms/ technology technology legislation innovation potential technology access, licencing, patents
- 25. 5.0 Leadership • 5.1 Leadership and commitment • 5.2 Policy • 5.3 Organisational roles responsibilities and authorities. Top management now have to demonstrate greater involvement in the operation of the management system. Policy more specifics and includes internal communication and available to interested parties 25
- 26. 6 Planning • Action to address risks and opportunities and needs and expectations of interested parties • Environmental aspects – life cycle perspective, interested parties? • Compliance Obligations- was legal and other requirements –no real change. • Planning action – take action to address significant aspects, compliance obligations and risks and opportunities 26
- 27. 6 Planning (Continued) • Environmental Objectives and planning to achieve them – no real change apart from need to state method of evaluation 27
- 28. 7 Support • Resources- no change • Competence - no real change • Awareness –no real change • Communication –what, when, how, who? Reliable and accurate • Documented information – no need for manual and procedures –BUT… 28
- 29. 8 Operation • No real change on the need for and extent of operational control with respect to design, purchase and operation • Emergency preparedness and response – no great change but now a requirement to ‘periodically review’ 29
- 30. 9 Performance Evaluation • Monitoring measurement and evaluation of environmental performance – what, how, when + analysis and communication. • Evaluation of compliance – no real change • Internal audit –no real change. • Management review – as before + review of context etc., 30
- 31. 10 Improvement • Non-conformance and corrective action –no real change • Continual improvement – no real change- continually improve the suitability, adequacy and effectiveness of the EMS to enhance environmental performance. 31
- 32. Assignment IV: EMS case study In groups (2 people), the students need to prepare a complete presentation of the ESM of a company as case study. The presentation should include: • Background and context of the organization • Structure of the ESM (Following ISO 14001:2015 guidelines) • Concluding Remarks
- 33. Assignment IV: EMS case study Please, note: • Presentation day: 18th-March • Each group has 15 mins (No more!) • Format: PowerPoint presentation or other • Note: The score will depend not only on the content but also on the creativity to present the slides.