EMS/I SO 14000

NEED OF THE HOUR

NATIONAL ENVIRONMENTAL
ENGINEERING RESEARCH
INSTITUTE

Council of Scientific and Industrial Research
Presentation Coverage
About NEERI
Background of EMS / ISO 14000
ISO 14000 series of standards
Principles of standards
Benefits of ISO 14000
Proposed approach

NEERI Organizational Setup
CSIR
DIRECTOR
ZONAL CENTRES
R&D GROUPS AT THE INSTITUTE
Environmental Consequences
Spatial scale
Local to regional to global
Temporal scale
Immediate to short-term to long-term
Scope
Minor disturbances to large-scale
modifications
Sustainable Development
Earlier perception
Development OR Environment
Now
Development AND Environment
Evident in
Public pressure
Recent regulations
Sustainable Development (Contd..)
Development without adversely affecting the
ability to develop of future generations
Planet can support indefinitely

Organizations may ask whether they are part
of the solutions to social and environmental
problems or part of the problems!
Environmental Pressures
on Business
Environmental issues can threaten
business health
- Closure
- Resource quality
- Quality of life
Know the environmental status
Decide suitable action plan
Environmental Management Credibility Gap
Factors that have contributed to the credibility gap
include :
Corporate downsizing, which often throws environmental
(and other) programs into tailspins
Tight financial controls and increased scrutiny of the
bottom-line contribution for all organizations in the
company
New management paradigms (i.e. reengineering, TQM)
that distract management attention and reorient
priorities
Environmental strategies and programs that are too
broad or try to do everything at once (thereby increasing
costs and diluting payback) and do not fit well with the
overall business strategy
Factors that have contributed to the credibility gap
include : (Contd..)
Unrealistically high expectations for potential benefits
from strategic environmental management, resulting
from overly aggressive sales jobs or cheerleading
Early EH&S initiatives have picked the low-hanging
fruit, removing the high return/ low effort opportunities
Creation of an environmental culture that is not
congruent with the business culture of the company
Poor communication between the environmental
organization and the lines of business about the types
and sources of competitive advantage that can be
accrued
Liability Containment
Issue of Staff
Public Image
Product Positioning
MBA Functions Regulatory Compliance
The Full Triangle of Environmental Management
Lawyers (Liability Containment)
Green Wall
MBA
The core nature of business is sliced from the environmental
decision-making process, leaving the two-dimensional way of
compliance, which lacks any strategic vision
Engineers (Regulatory Compliance)
Money Making
Defining the Green Wall
Examples of Companies That Have
Hit the Green Wall
Apple Computer, which cut its award wining
Advanced (Environmental) Technology Group as
part of corporate downsizing;
Warner Lambert, which is exiting the
environmental packaging arena;
ABB, which has positioned itself to sell off many
environmental units and alter the internal
Environmental Health and Safety (EH&S) role;
and
McDonalds, which is struggling with how to sell
hamburgers on the basis of the environmental
merits of the company
Green Wall Syndrome
Symptoms
No Support to strategic environment
management
Deferred decisions
Why ?
No focus to environmental safety & health
progremmes
Inability to demonstrate its efficiency to
others in organization
Inability to show tangible returns on
investment


Turning
Environmentalese
Into Business
Got the enforcement guys off
our back
Fewer fines than last year
Net present value of avoided fines

Lost market share of fines as a
percentage of industry fines
Spent millions on
remediation
Decreased backlog of remediation, on
time, on budget, and according to our
strategy
Met new regulatory
requirements and invested in
pollution prevention
Return on investment for
environmental capital investments
Created a matrix team of
EH&S and Engineering
Leveraging of staff from engineering
and operations to keep down the head
count in the environmental group
Language of Business and Environmentalese
The I ntegrated Potential for
Environmental Management
Strategic
Environmental
Management
Stand alone
Strategy
Fit with
Business
Strategy
Environmentalese
Language
Business
Language
Embedded in
Organization
Matrix
Organization
Interactive
Environmental
Management
Green Wall
Environmental
Management
Source : Shelton in Corporate Environmental Strategy :
The Journal of Environmental Leadership
Environmental Management Systems
(EMS)
From Reactive to Proactive
Systems approach
Inspired by
Quality Management System
QMS Standards
ISO 9000 Series
TQM
Parallels with Quality
Initially, quality was only an extra cost
driver
Later, essential for selling in global
market
Firms realized profits due to lower
servicing
Now it signifies competitive advantage
In future : zero defects
Emergence of I SO 14000
Success of ISO 9000 prompted development of
ISO 14000
Strategic Advisory Group on Environment
(SAGE) : 1991
TC 207 (1993) and sub-committees
ISO 14001, 14004, 14010-12 (1996)
ISO14040(97),14020,14041,14050 (98)
Evaluation &
Auditing
Management
Systems
Product oriented
support tools
EMS
specification
ISO 14001

EMS guide
ISO 14004
Life cycle
Assessment
ISO 14040
14041
14042
Eco labelling
ISO 14020
14021
14024
Auditing
guidelines
ISO 14010
14011
14012

Terms & definitions ISO 14050
I SO 14001: EMS Spec.
Specification standard
Specifies elements that can be audited and
certified.
Core requirements
Auditable elements
Interweave
Annexure gives explanation of elements
Elements of I SO 14001
General Requirements
Environmental Policy
Planning
Implementation and Operation
Checking and Corrective Action
Management Review
Environmental Aspects
Elements of organisations activities,
products or services which can interact
with the environment.
Resource consumption
Releases to the environment
Energy consumption
Product ingredients
I SO 14000 EMS Model for Continual I mprovement
Re-define purpose
& re-establish plan
Define Policy & Establish Plan
Identify aspects, & risk, establish internal criteria,
set objectives,& targets, create strategic plan,
develop management programme
Review &Improve
-Review
-Correct & Prevent
Implement
-Ensure
Capability-
Measure & Assess
-Measure & Monitor
Initial Review
Senior Management Commitment
Principles Behind I SO 14000
Better environmental protection
Applicable in all nations
Promote broad interests of public and users
Cost effective, non-prescriptive, flexible to meet
differing needs of organisations, worldwide
scientifically based
Practical, useful and useable
Benefits of EMS: Source I SO
Assure customers
Good public relations
Investor criteria
Less cost of insurance
Image
Vendor requirement
Improve cost control
Reduce liability
Demonstrate reasonable
care
Conserve input & energy
Ease in securing permits
Better relations with
Government
Share environmental
solutions
Benefits of EMS : I ndian Context
Emphasis on preventive, not on corrective
strategies or actions.
System demands continual improvement.
Resource conservation that lends
competitive edge.
Global acceptance
Better control of top management
Benefits of EMS to a Company
In addition to the benefits discussed earlier
following benefits are expected:
Umbrella system to take care of following
requirements :
Legal
Corporate
While doing so individuality of the site
can be maintained.
Benefits of EMS to a Company
Reduced spillage, better house-keeping
Trained work force high on motivation,
better employee participation
Companys protection from environment
and protection of the environment by
company
Objectives
In a Global economy, the firms have to
meet the demands of the global
marketplace
Competitiveness : essential to survive
Resource productivity is key to survive
Environmental protection
Meet demands : improve profits

Environmental Management System
Production Legal Participation Market
PPP
Self
Regulation
High
Quality
Communication/
Better Accessibility
Increased Competitiveness and Environmental Protection
I st Step: Pollution Prevention
Eliminate or minimize waste before
creation
Continual improvement(like TQM) to
reduce waste and minimize utilities
3P by 3M : Pollution Prevention Pays
WRAP : Waste Reduction Always Pays
I I nd Step: Design for Environment
Minimize adverse impacts on
environment not only during
manufacturing but in full life cycle
Examine aspects and impacts during
design steps
Xerox corporation : Savings in 1995 of the
order of $ 400 million
I I I rd Step: Cleaner Technology
Improve our processes
About 3/4 of cleaner production or
technology adoptions pay back in six to eight
months
Invest in technologies of the future
For paint companies : water based paints
For cars : solar powered cars
Continual I mprovement
Environmental
Policy @ Planning
Environmental aspects
Legal & other requirements @
Objectives & targets @
Environmental management
programme @
Management
Review @
Monitoring &
Corrective Action
Monitoring &
measurement @ Non-
conformance, corrective
& preventive action @
Records @
EMS Audit @
Implementation & Operation
Structure & responsibility @
Training, awareness and
competence @
Communication
EMS documentation @
Document control @
Operational control @
Emergency preparedness and
response
@ =Similar to
ISO 9001
EMS I mplementation Timeline
(First 7 Months)
1st 2nd 3rd 4th
5th
6th 7th
Communications & Documentation
Team Selection
& Kickoff
Start
EMS Training
for Team
Implementation
Plan
Objectives
& Targets
Develop Procedures
& Programs
Legal &
Other
Requirements
Identify
Significant Aspects
Gap Analysis
& Report
EMS I mplementation Timeline
(Second 7 Months)
8th 9th
10th 11th
12th
13th 14th
Communications & Documentation
7th
Develop Procedures
& Programs
3
rd
Party
Audit
Management
Review
Implement Procedures & Programs
Internal
Audit
The I SO 14001 Registration Process
Pre-Assessment
(Optional)
Application and
Proposal
Stage 1
Visit
Stage 2
Visit
Registration

8- 20
Months
6-12
Months
2-4
Months
0-4
Months
I SO 14001 Registration Maintenance Process
6 Monthly
Surveillance
Cycle
First
Surveillance Visit
Registration
Continuous
Registration
30 Months
6 Months
Annual
Surveillance
Cycle
Triennial
Reassessment