1. DRIVERS INFUENCING AN ORGANIZATION Cost savings Interested parties Risk Management Market Opportunities

2. BASELINE ASSESSMENT ACTIVITIES Establish the scope of your assessment. Try mapping out the physical boundaries of your proposed ISO-14000 Use a series of simple process flow diagrams. Review of existing management practices. Identify any changes to the environment that your organization causes and activities that cause them.

3. DEVELOPING ENVIRONMENTAL INDICATORS Key environmental costs and benefits to your organization Any other key concerns to your orgn or key interested parties IDENTIFY Actions required to implement data collection How indicator information will be used(communicating performance to work force). DEVELOP Measures of performance that are achievable Simple indicators that are not confusing when you evaluate or communicate the information.

4. IMPROVING ENVIRONMENTAL PERFORMANCE Review the findings of the baseline assessment(find the potential cost savings) Brainstorm with anyone who has had experience of continual improvement Ask other employees for ideas and Prioritize improvement programmes that give the “Quick wins” Develop indicators, which enable you to track the effectiveness of any initiatives Celebrate your successes and communicate these back to the work force using your indicators. CONTINUAL IMPROVEMENT

5. 1)Management commitment 2)Choose a leader 3)Budget and schedule 4)Cross-functional team 5)Involve employees 6)Initial review 7)Establish plan 8)Identify environmental aspects 9)Establish environmental policy and objectives 10)Procedures/documents 11)Plan for change 12)Train employees 13)ISO 14000 implementation 14)Assess performance STEP-BY-STEP PLAN

6. 1. Gaining Management Commitment: An organization must have commitment and careful planning to figure out 1) What it needs to do, 2) How it will be done, and 3) Which people of the organization should be involved 2.Choosing a leader: The choice of the leader is critical. The person must have some experience with the quality management programme and have the time and temperamental commitment. Necessary authority, an understanding of the organization and project management skills

7. Leader is responsible for preparing a preliminary budget in which costs will likely include staff and employee time, training consultant fees, materials. The schedule should consider the various tasks and roadblocks, depending on the dimension and complexity of the organization. 3. Preparing a budget and Schedule: 4. Constituting a project team: A team with representation from key management functions and production or service areas can identify and assess issues, opportunities and existing processes.

8. Preparation of a list of the environmental requirements of the organization (regulations, guidelines and other documents). The preparatory review itself should be comprehensive in consideration of input processes and output. 5. Employee participation: A great source of knowledge on environmental and health and safety issues related to their areas well as on the effectiveness of current processes and procedures. 6. Undertaking an initial review:

9. 7.Establishing a plan : Quantified targets will show management the quantum of workload required for implementation what resources are needed and opportunities for cost-effective improvement. 8.Evaluating Environmental aspects: Actual environmental aspects and impacts of the organization should be listed out. To each of these identified aspects, the level of risk involved with conformance and nonconformance should be evaluated.

10. 9. Establishing an environmental policy and objectives : Foundation and direction for the management system. The policy needs to clarify compliance with environmental legislation that may affect the organization and stress a commitment to continuous improvement. The organization will declare its primary environmental objectives. 10.Preparing procedures and Documents: Develop procedures and other system documents which might involve modifying current environmental procedures or adapting other business procedures (such as quality,ergonomics, health and safety management procedures)

11. 11.Planning for Change: It should be made sure that the system is sufficiently flexible and simple. Avoid making it so rigid to reflect the realities of operations and activities. 12.Training of Employees: Training of employees wit regard to the environmental impacts of their activities, any new/modified procedures and any new responsibilities.

12. To clean up the obvious problems, and identify areas where the organization is not complying with the regulations or customer demands. Those areas where that organization stands to gain greater efficiency should be targeted. (scrap and waste reduction projects, recycling and elimination of liabilities) 13.Implementation of ISO14000: 14.Assessing the performance: Planned comprehensive periodic audit to ensure that it is effective in operation, meeting specified goals, and the system continues to perform in accordance with relevant regulations and standards. Management review is also required to ensure that it is suitable and effective in operation. Provides the opportunity to improve the system and environmental performance over time.

13. BARRIERS FOR SME’s IN IMPLEMENTATION OF ISO14000 Lack of training Lack of Awareness Lack of incentives Lack of Guidance Lack of resources Inappropriate tools and techniques Lack of skills Internal and external barriers High cost of implementation and maintenance

15. Clauses for implementation Structure and Responsibility (Clause 4.4.1) Training, Awareness, and Competence (Clause 4.4.2 Communication (4.4.3) EMS documentation(4.4.4) Document control(4.4.5) Operational control (4.4.6) Emergency Preparedness and Response (Clause 4.4.7)

16. Successful Implementation Stipulating the EMS policy Planning Implementation of the EMS according to the policy Checking and corrective actions Environmental management system review

18. Issues related to implementation although the standards provide guidance in terms of functional requirements, they are silent with regard to implementation methods or organizational processes that are fraught with human and systems change issues. manage transitions and focus on shared visions and behavioral norms as core supports for the change effort. Change is scary and the courage to forge ahead must be summoned.

19. Issues.. transition It is often useful to begin the process of change by starting at the end; by looking at the end result, Link the change effort to a vision (the core) of a desired future state; when people share a common vision of a desired future, they are likely more willing and more able to make changes that will move the business forward.

20. Issues.. communication. It is possible that new patterns of communication will have to be adopted such that appropriate feedback and interaction can be achieved. Information needs to be shared and employees need to know that sharing this information is crucial in establishing the basis for environmental controls. Reward and incentive programs should be evaluated for conformity with the goals that the organization is trying to achieve. This "open-book" management represents a shift away from traditional command and control and may be distrusted by top and mid-level managers.

21. Personnel within the organization need to understand that competition among businesses and the increasing awareness about the state of our environment and the costs associated with its maintenance can make environmental performance a competitive differentiator. Issues…awareness

22. Issues… Attitude & interpretation Many companies tend to isolate environmental issues and keep them "harbored" within the environmental department. ISO 14001 requires a commitment to the prevention of pollution. Note the use of the verbiage prevention of pollution as opposed to pollution prevention. Prevention of pollution is defined in the standard as the "use of processes, materials or products that avoid, reduce or control pollution, which may include recycling, treatment, process changes, control mechanisms, efficient use of resources and material substitution."

23. Issues.. Product process designs industrial products that are being designed and developed today will dictate the impact that industry will have on the environment in the future, process and product design engineers hold a key to future industry - environment interactions.

24. Issues.. product life cycle When the product is finally disposed of, the product may end up almost anywhere, in any country, in a high-technology landfill, an incinerator, on the side of the road, or in a river that supplies drinking water to a small community.

25. Issues…product life cycle Industrial ecology is an approach to industry- environment interactions to aid in evaluating and minimizing life cycle problems. It involves the design of industrial products and processes from the dual perspectives of product competitiveness and environmental interactions.

26. Issues.. processes processes define much of the flow of solids, liquids, gases and energy into a manufacturing facility and are responsible for much of the flows of solids, liquids, gases and energy leaving that facility. Product designers must consider industry-environment interactions that are primarily outside the province of the process designer: choice of materials, product packaging, environmental impacts during product use, and the optimization of product recycling.

27. No longer… Environmental managers have been talking about integrating environmental issues into the business decision making at an organization, however, historically, this has been met with resistance. Now, all facility personnel will have to start integrating environmental issues into their day-to-day activities. It can no longer be an end-of-the-pipe issue.

30. Monitoring and Measurement Non Conformance, Corrective and Preventive Actions Records EMS Audits

32. ISO Explanation The ISO 14001,4.5.1- Monitoring and Measurement, requires that the organization shall establish and maintain documented procedures to monitor and measure, on a regular basis, the key characteristics of its operations and activities that can have a significant impact on the environment This shall include the recording of information to track performance,relevant operational controls and conformance with the organization’s environmental objectives and targets

33. PURPOSE……. To assess how well the EMS is working Helps to Manage a Business better Identify the performance indicators to monitor the EMS To gauge the Environmental Performance Analyze root causes of Problems Identify areas where corrective action is needed Improve performance and increase efficiency of the organization

34. Getting Started….. Which operations & activities may have significant environmental impacts Which are the key characteristics of these operations & activities How can you measure these characteristics?

35. Procedure for Performing Monitoring and Measurement Key Process Characteristics Process and Outcome Measures Equipment Calibration Regulatory Compliance Environmental Performance Audit versus Performance Evaluation Linkages of Environmental Information

36. Auditing and EPE Periodic Sample of data Independent Verify Conformance Ongoing Frequent Line Function Assess Performance AUDIT EPE

38. ISO Explanation ISO 14001,4.5.2 - Nonconformance and corrective and preventive action, requires that the organization shall establish and maintain procedures for defining responsibility and authority for handling and investigating non conformance, taking corrective action to mitigate any impact caused, and for initiating and completing corrective and preventive action

39. Purpose Management Review System Audit Corrective Action

40. Typical Causes of EMS Problems

41. Getting Started The results of monitoring and measurements,audit findings and other systemic reviews should be documented and reviewed and must lead to corrective actions.If the organization already has an ISO 9000 QMS,a corrective and preventive action process already exists.The same model may be used for EMS purposes. For a documented problem. The root cause of the systematic failure should be determined.The organization must be committed to implementing corrective actions as quickly as possible. The corrective and Preventive action process should specify responsibilities and schedules.Progress should be reviewed regularly and any deficiencies followed up

42. Contd... The extent of planning and documentation required for corrective and preventive actions may vary with the severity of the problem(and its potential environmental impacts).An appropriate suggestion is “A simple method always works better” It should be ensured that adequate data and information is collected to determine why a problem has occurred and what corrective actions may be necessary.

43. EMS Elements that Lead to corrective Action and Management Reviews MonitoringAudits Employee Involvement Corrective Action Process Management Review

44. Hints that should not be Ignored! Workers on the shop floor are in the best position to see problems and suggest solutions. All employees should be informed that it is their responsibility to identify and perform corrective actions. This would include reporting nonconformance of operational and procedural natures.It should also be well communicated to all employees that everyone is responsible for solving nonconformance as well. A suitable system improvement process e.g.., via suggestion boxes,incentive programmes should be employed for greater employee participation. In small companies same employees might have been engaged in multiple function,including management review and corrective action processes..A strong link should exist between the processes for better EMS effectiveness...

46. ISO Explanation ISO 14001,4.5.3 - Records, states that the organization shall establish and maintain procedures for the identification, maintenance and disposition of environmental records. These records shall include training records and the results of audits and reviews

47. Key Questions in Records Management Identify what records to be maintained. Authorize who keeps them and where and how they are kept. Determine how long they are kept (retention time) Determine how they are accessed and disposed,including good storage and retrieval system

48. Purpose... Records Management under ISO14001 must be able to prove that the organization is actually doing what it says! To prove that the organization is actually implementing the EMS as designed,one should have a system for managing EMS records. While records have value internally over time one may need to provide evidence of EMS implementation to external parties (such as customers, a registrar, or the public). For records Management, the organization shall develop procedures to maintain, identify,collect, index and store records.

49. TYPES OF RECORDS Environmental aspects determination documentation Legal and other regulatory requirements and records of regulatory violations. Permits consents, licenses and other approvals Progress reports towards meeting objectives and targets. Hazardous material spills, other incident reports and follow ups. MSDS Sampling and monitoring data Maintenance records Calibration and maintenance records for instrumentation Training records EMS audit and regulatory compliance audit reports Management review documentation

51. Intro... EMS audit refers to a systematic and documented verification process to determine whether an organization’s EMS conforms to the audit criteria set by the organization and for the communication of the audit results to the top Management.

52. Purpose To determine whether or not EMS conforms to planned arrangements for environmental management including the requirements of this International Standards and has been properly implemented and maintained Provide information on the results of audits to Management Results of EMS audits should be linked to the corrective and preventive actions. Systematic identification and reporting of EMS deficiencies provides a great opportunity for the Management functions to focus on the environment and ensure its cost effectiveness External Auditing is suggested

53. Getting Started The organization should have an Audit Procedure describing Audit Scope Audit Frequency Audit Methods Key responsibilities Reporting Mechanism

54. AUDIT FREQUENCY The nature of the Operations The significant Environmental aspects/impacts identified The results of the monitoring programme Findings of Previous audits audited at least annually AUDITING METHODS - Internal,External auditors The number will depend on the size and complexity of the organizational functions Auditing Techniques,Management System Concepts Quality systems,Legal compliance etc

55. Linkages between EMS audits,Corrective Action and Management Reviews Periodic EMS audits Corrective Action Process Management Review EMS Established

58. Intro Management reviews ensure how the EMS will remain viable. It can be used to demonstrate top management’s ongoing support for the environmental issues. It shall address the possible need for changes to policy, objectives, and other elements of the EMS.

59. MR Considers Progress on objectives and targets towards continuing suitability,adequacy and EMS effectiveness New standards legislation and regulations Audit results Environmental Performance measures Reports of emergencies (e.g, spills,leaks, other incidents) New scientific/technical data on products, materials and processes used Internal and External Communications etc

61. Getting Started It should involve- those who have the right information and knowledge and who have the authority to make decisions. Schedule and frequency for Management reviews should be determined, typically once or twice in a year. It should assess whether different organizational functions have complied with policy and procedures using audit reports. It should be determined if Capital and other resources, including information management systems are adequate to support the EMS requirements of the Organization.

62. Contd…. It should be determined if the operational controls,procedures, corrective and preventive actions and the continuous improvements efforts have resulted in enhanced environmental performance.changes that result in process improvements should be documented Possible improvements in the organizational structure, operational procedures, training requirements, work instructions, pollution prevention, waste management, energy utilization, process improvements, that may lead to environmental opportunities and organizational benefits should be determined

63. Business Transformation Through ISO 14000

64. Case Studies Bharat Heavy Electricals Limited A. Water Conservation Measures Reuse of wastewater generated from filter press operation for other miscellaneous uses and recirculation of cooling water at jiggering and kiln areas. B. Energy Conservation Measures Optimise Kiln loading, insulation of ducts, Process flow improvement by introduction of capacitor bank, use of high efficiency motors and variable speed drives. C. Air pollution control measures Introduction of wet scrubber for standardised glazing Dust Extraction System, reconditioning of Dust Extraction System of Shot blasting machine at foundry

65. Case Studies Bharat Heavy Electricals Limited…Contd. D. Waste Minimisation Programmes Recovery of solid waste generated at grid washing Crushing and reuse of rejected ceramic tiles E. Mitigation of Green house Gases Energy efficiency studies have been conducted on kilns furnaces, dryers & boilers and implemented efficiency improvement programme to reduce specific fuel consumption, which in turn reduces green house gases emission.

66. Case Studies Bharat Heavy Electricals Limited…Contd. Cost Benefit Analysis for Implementing ISO 14000 System CostsAnnual Cost (in Rs. Lacs) Consultancy Fee3.64 Training fee 2.02 Certification fee (per 3 years) 2.48 Investment on Environmental Pollution control Equip. 11.05 Miscellaneous Costs0.65 Total Rs. 19.84 Lacs Quantified Benefits Annual Savings( in Rs Lacs ) Power Savings 15.0 Fuel Savings 14.0 Lubricants SavingsRs. 00.6 Savings in Waste disposal costs 00.2 Resource Savings 40.0 Savings through Recycling 30.3 TotalRs. 100.1 Lacs per year

67. Copley Square Hotel A prominent hotel created an aggressive environmental program that provides a foundation for ISO 14001 registration. The hotel is an historic one with an upscale clientele. Their aggressive approach to reducing their impact on the environment helped them identify many ongoing benefits. The major benefit areas were: recycling, energy use reduction, and water use reduction. The following are the major actions and their results:

68. RECYCLING :

69. Energy Use Reduction: Energy efficient lighting was installed in public areas which are light 24 hours per day. 60 watt incandescent corridor ceiling lights were replaced 15 watt compact fluorescent lights: savings equal $3,622 annually plus 90% reduction in labor costs. 90 watt incandescent lights in table lamps in the lobby and elevator landings were replaced with 22 watt compact fluorescent lights: savings equal $1,540 annually and reduced labor costs. 30 watt exit sign lights were replaced with 1.8 watt LED exit signs: savings equal $1,179 annually. Install compact fluorescent bulbs in guest room table lamps and hanging lamps: predicted payback equal 1.81 years. Install compact fluorescent bulbs in back areas which are lit 24 hours: savings equal to $59.57 per bulb. Remind employees to turn off all energy using devices that are not being used: no estimate of savings.

70. Water Use Reduction: Installing toilets with 1.5 gallon capacity, replacing ones with 3.5 gallon capacity will save $3,276 and 430,000 gallons annually. Showerheads of greater efficiency will save $6,546 and 859,000 gallons annually. Guest have been offered the option of reusing their towels and linens when staying more than one night. Projected savings are $4,000 annually.

71. Comments This case includes savings that are well known and some that are innovative. Some of the reasons the program has been successful are: Everyone in the hotel participates in the program and can contribute from within their job responsibilities. Thus, the power of each individual to contribute in a positive way is harnessed. Small savings are as important as big ones. This recognizes that small savings add up and creates a culture that values contributions at all levels of the organization and of any size. The cumulative effect of many small acts of environmental impact reduction may not be quantifiable, but it may be significant.

72. ISO 14000-SERIES BENEFITS AND OTHER ISSUES

73. REASONS FOR IMPLEMENTING ISO 14000 Recognition Bottom-line benefits Trade Regulatory Financial sector

74. INDUSTRY ACCEPTANCE OF ISO 14000 SERIES ISO 14001 – market driven approach to environmental protection. It is seen as market place trend by many organizations. There is noticeable change in the mindset of organizations for responding to their environmental obligations.

75. ISO-14000 IN SMALL ORGANISATIONS ISO 14001 is flexible to fit into any size, industry or facility. ADVANTAGES: Lines of communication are short Organizational structure and climate are less complex People often perform multiple functions

76. COST ESTIMATES COST INCLUDES : Staff/ employee time, Consultant expenses and Training of personnel.

77. COST ESTIMATES Total implementation time can usually be estimated as one workday per employee. 12 to 14 months to fully implement ISO 14001's 62 elements Implementation costs can range from $20,000 to $250,000

78. BENEFITS OF ISO 14000  Better conformance to environmental regulations,  Greater marketability,  Better use of resources,  Higher quality goods and services,  Increased levels of safety,  Improved image and  Increased profits.

79. SOME ISSUES RELATED TO ISO 14000  There is no guarantee that certification will result in increased profits for a company.  ISO 14000 which is stricter than ISO 9000.  Multisite registration of subsidiaries is permitted only if there is a common management and central control of each site

80. ISO 14000 AND ISO 9000 SIMILARITIES AND DIFFERENCES

81. SIMILARITIES BETWEEN ISO 14000 AND ISO 9000 Policy and Defined organization and responsibilities Defined and documented standard practices Control of critical operations Document control Training Records system Internal audits Corrective action system Management review for continual improvement

82. DIFFERENCES BETWEEN ISO 14000 AND ISO 9000 ISO 9000 ISO 14000 1.Encourage organizations to institute quality assurance management programs. 1.Deals with the management of the environmental effects of an organization 2.The major system requirements are defined by customers 2.Customers as well as many additional stakeholders 3.Includes evaluation of suppliers and review of customer contracts. 3.Include methods of evaluating environmental impacts and systems 4.The goals of a quality system are generally quite clear 4.The situation for environmental systems is not so straightforward

83. OTHER EMS STANDARDS British Standard 7750 (BS 7750) -the world's first standard for environmental management systems (EMS) and The European Eco-Management and Audit Scheme (EMAS) -European Union

84. INTEGRATING SYSTEMS FOR BUSINESS

85. Develop and maintain a comprehensive business management system -quality and environmental requirements Must be based firmly in the needs and values of the Business itself Each new requirement that emerges can be carefully considered and integrated into the existing systems framework.

86. INTEGRATING SYSTEMS FOR BUSINESS- CONTINUES…. Companies that are registered to ISO 9001 already have a head start. These systems satisfy internal business needs as well as the external requirements Systems which are non-value adding should be closely examined and improved

87. INTEGRATING SYSTEMS FOR BUSINESS- CONTINUES…. Conduct a gap analysis to determine which system elements are in place and which elements need to be improved or developed Use ISO 14001 as a guideline or model of a comprehensive EMS. Examine the company's existing environmental systems, as well as quality systems Determine the business' priorities for improving existing systems and developing new systems.