Environmental Management System and a University in the UK - Assignment Example

DISCUSS THE APPROACH TO IMPLEMENTING AN ENVIRONMENTAL MANAGEMENT SYSTEM AND HOW IT WOULD BE APPLIED TO A UK By Institution Location Date Introduction An Environmental Management System (EMS) refers to that part of an organization’s management system that incorporates the facets of environmental programs. An EMS focusses on identifying the significant environmental interactions and mitigating the negative consequences that are associated with them (Tinsley, 2012, p. 1). Through its function, the EMS develops a structured framework for organizations to build their mission capabilities in various ways. These include the incorporation of environmental deliberations in the day-to-day operations of the organization, improvement of the environmental compliance and performance, efficient operation, reduced costs, and improved performance to the public. In general, an EMS includes the organizational structure, strategic planning, and the implementation procedures of an environmental policy that are integrated as part of the activities of the organization. The essay discusses in length the approaches used to implement an Environmental Management System and how it would be applied to a university in the UK. Why should an EMS be developed? Environmental management systems are widely adopted by most organizations since they offer a number of direct benefits. First, an EMS helps an organization achieve real cost savings through direct efficiencies in water, energy, purchasing, waste, and transport (Sullivan & Wyndham, 2007, p. 17). Secondly, it facilitates the management of environmental risks and ensures necessary legal compliance with environmental regulations. Thirdly, it represents a valuable engagement process for the stakeholders and the other members of staff. Fourthly, an EMS effectively demonstrates responsibility and commitment of the organization to key clients, customers, and the regulators. Lastly, an EMS is an increasingly valuable and a pre-requisite for handling a business successfully. An EMS accredited certification helps in demonstrating the business’s compliance with the supply chain requirements. The extra benefits of using an effective EMS include the effective use of resources. The system allows for the development of policies and procedures that help in managing resources and waste products more effectively, thus reducing the production costs (Sullivan & Wyndham, 2007, p. 18). Running an EMS helps in proving the credentials of your business as an environmentally aware operation. Through the use of the system, an organization makes a commitment to the continual improvement of the environment. You may also find it easier to raise some investment from renowned banks and other financial institutions through the use of an EMS. Most of these financial institutions are keen towards organizations that can control their environmental impact. Also, government departments and large businesses may only be interested in dealing with businesses that have an EMS in place. Even though an Environmental Management System is not a regulatory requirement, your organization may benefit from reduced fees from environmental regulators as long as you have proof of commitment towards environmental management. Costs and benefits of introducing an EMS The introduction of an EMS to an organization has some costs since the process is rigorous and needs clear and effective actions. Tobe awarded the ISO 14001 certification, an organization has to demonstrate that the employees understand the working principles set out in the manual (Abdullah., 2007, p. 44). The benefits of installing a new Environmental Management System outweigh the costs involved. These benefits are achieved through reduction of a number of these costs. The benefits result from the development of a better design of the operational processes and use of more environmentally conscious approaches in all the aspects of the operations of an organization. Some measures to reduce the costs involved include the use of less electricity, planning of a superior distribution system, use of gas for efficient heating, reduction of the amount of waste that is deposited at landfill sites, and elimination of unnecessary packaging. Pros and cons of an EMS standard certification Green certifications are useful in the promotion of the green credentials of an organization to the employees, customers, and prospective clients. The Environmental Management System – ISO14001 is the most recognized environmental certification that defines how an organization can improve their environmental performance and comply with the legal obligations (Worthington, 2012, p. 188). Key to the ISO140001 is the development and implementation of an environmental management system (EMS). Once an EMS is set up, an organization has to engage with a third party verifier in order for their system to be evaluated externally on an annual basis. The pros of enrolling for an EMS standard certification rely on the fact that the ISO140001 is recognized internationally. Thus, the certification is often seen the most compelling way for organizations to demonstrate superior environmental performance when seeking tenders from their clients. More and more consumers are placing emphasis on the environmental consciousness of an organization before making a purchase decision. If your organization is ISO140001-certified and your other competitors are not, then you are likely to develop a free competitive advantage over them since your company will be viewed as being a better environmental safety enforcer (Worthington, 2012, p. 189). Also, your products may be quite attractive to the conscious shopper who cares more about the environment. Nevertheless, the ISO standards are a great way to develop benchmarks and measure how the organization is doing using these benchmarks. The benchmarks are useful both internally and externally. Internally, you can observe how you are doing and make improvements where necessary. You can also assess the improvements you make and see how effective they are in helping your organization achieve its environmental goals. Externally, the benchmark makes the environmental management structure of the company more clear and visible to the clients and customers. Despite the pros, an EMS certification has a few cons too. First, simply becoming ISO 14001-certified does not guarantee and organization and increase in the environmental sector. The certification only represents a set of procedures that describe the process to be followed in improving the performance of the organization (Worthington, 2012, p. 186). Nevertheless, there is no guarantee that these procedures will work out effectively for every organization. Secondly, there are a few costs that are associated with an organization becoming ISO 14001-certified. First, the organization has to deal with internal costs that are more of an opportunity cost, rather than the actual expending of money. Someone or a few people within the organization may be tasked with completing all the required paperwork and reviewing the current processes. Externally, there will be the need for hiring an expert to audit your organization and certify that you are of compliance. The process must be done each year and the costs involved range dramatically depending on the extent of the processes and the size of the company. Approach to implementing an EMS in a UK university Even if an organization can see clearly the benefits they can derive from an EMS, the implementation stage is not always and easy task. A phased implementation is the best approach for a university in the UK to use in the implementation of an Environmental Management System (Brady, 2004, p. 106). The approach allows an organization to set up the EMS system in steps regardless of the starting point of the organization. A phased approach is useful for universities in the UK since it allows the management teamreadily to evaluate the returns of the time and money invested in the EMS. They can also see how the environmental improvements they make help in reducing costs and improving their community relations. With the phased approach, the university management can demonstrate compliance with the legal requirements and live up to the expectations of their customers. They can also track the benefits derived from the EMS as they implement the system step by step. Moreover, they can add or expand the elements of the system in accordance to how they provide the valuation to the organization. More importantly, the phased approach allows the management team to focus only on the issues that are critical to them, their customers, and their supply chain. Environmental policy and ISO 14001 certification An environmental policy refers to an agreed and documented statement of an organization that represents their bearing towards the environment they operate (Walter, 2004, p. 3). The policy serves as the cornerstone of an organization towards its intentions of reducing the carbon footprint, reducing reliance on packaging, improving recycling, improving efficiencies, and minimising waste on natural finite resources. All the environmental commitments of an organization form an integral part of the day to day activities carried out by the members. The environmental policy of an organization should be clearly communicated to all the stakeholders of the organization and can form part of the EMS ISO 14001 certification. Also, the environmental policy is usually signed by the senior management. Even though putting up one for an organization is voluntary, there are an increasing number of businesses that are choosing to have them as part of a means to gain competitive advantage. The environmental policy is an important document that is useful during the implementation of an EMS. Apart from the obvious environmental benefits, a good environmental policy statement has many other rewards for a business. Effective management procedures outlined in the policy focus more on efficiency and reduction of waste. These efforts can result in an organization realizing significant dividends through the reduction of overhead costs and boosting of the bottom line. The policy can also serve as an image enhancer and is useful in winning tenders through assuring customers of the commitment of the organization to environmental issues (Baumol & Oates, 2004, p. 1). Your organization can also absorb the huge number of talented staff thatis increasingly looking to work for organizations that are conscious of the environment. In developing environmental policies, organizations have to put in mind some level of detail required and highlight the real priorities and issues that are faced by businesses in their geographical location (Baumol & Oates, 2004, p. 7). The policy must reflect the most significant impact that your organization has towards the environment. Since the activities of your organization impact differently on the environment, copying an environmental policy from a different organization is likely to be inappropriate for your circumstances. More importantly, an environmental policy is not a static document and should be updated with time as the activities of the organization change. Consider all the activities in your organization and their impact on the environment before writing your policy. Prioritise key areas for improvement and develop sensible targets that connect effectively to your organization. Appropriate environmental policies reflect the most significant impacts of the organization’s activities to the environment. After thepolicy has been established, it should be signed by topmost management and communicated to staff publicly. Roles and responsibilities under an EMS In the course of developing an EMS, roles and responsibilities must be defined clearly. Even though an EMS is largely sustained by the commitment and voluntary participation of members of an organization, there are certain duties that need to be assigned with clear roles and responsibilities (Porter & Surgeons, 2011, p. 46). Such duties need much attendant accountability for maximum performance and results. For instance, the top management must always appoint a management representative to lead the development, implementation, and maintenance of the system. Other responsibilities assigned to members at different levels include the EMS Coordinator, EMS alternate coordinator, EMS team leads, EMS team members, SHEM, EMS internal audit croup, R6 Lab Management, Environmental Management Contractors, and team leaders. The EMS Coordinator is responsible for implementing and maintaining the EMS system for continued conformance. The coordinator coordinates the activities through the EMS team leads and reports directly to the R6 lab management. The alternate coordinator assists the EMS coordinator in all the tasks involved. The Team Leads are responsible for the OCs and EMPs and directly participate in the development and implementation of the SEA. The EMS team members aid their team lead in handling the tasks involved within the organization. The SHEM is responsible for safety, health, and the environment of the lab. The EMS internal audit group performs internal audits to determine system conformance and report directly to the coordinator. Finally, the R6 lab management has the final responsibility for enhancing environmental compliance and decisions that touch on the allocation of the EMS resources (Porter & Surgeons, 2011, p. 46). In order to facilitate the appropriate involvement in these roles and responsibilities, it is important to set up several EMS trainings. The purpose of the trainings is to ensure the employees receive regular environmental awareness training in order to identify and provide beneficial services. The provision of such training tactics is also necessary for ensuring the operation of the lab is in accord with the policies outlined within the EMS. It is important for the employees to work with the idea of achieving the set objectives and targets established in the EMS. Types of training to be offered include awareness training and competency training. Awareness training makes sure that all the employees understand environmental policies that govern the operation of the organization (Porter & Surgeons, 2011, p. 5). The training also highlights the role of employees in advancing the policy, and determines the potential consequences of failing to provide the necessary environmental care. Environmental awareness training is made available to all the employees in an organization as part of the initiation of the EMS. New employees are expected to receive environmental awareness training as part of the orientation process. Periodically, all the employees also receive refresher training in order to ensure anunceasing level of awareness in the environmental niche. The awareness training programs are regularly reviewed and updated on an annual basis. On the other hand, competence training is suitable for employees whose job description has an influence on the R6 lab environmental aspects (Porter & Surgeons, 2011, p. 172). Through competence training, employees understand how their work interacts with the significant aspects of the organization. The training also enables the employees determine the possible consequences and influences of the actions they take on the environmental aspects of the organization. The organization is often required to carry out needs assessment procedures in order to establish the necessity for competence training. Whenever competence training is required, the training occurs before the employee embarks on the assigned function. Objectives and targets of EMS Each organization is required to establish objectives and targets in order to achieve a specific level of performance in the environmental sector (Sikdar, 2004, p. 223). Each of the objectives and targets should be consistent with the environmental policy of the organization. Moreover, they should be measurable where possible and take into consideration the technological feasibility of the options, costs involved, and the operational requirements of the organization. Organizations are also required to develop diverse management programs for the purpose of accountability in achieving these objectives and targets. Environmental objectives represent the overall aims that the organization sets to improve through adequate environmental performance. The objectives indicate the aims of the organization such as the reduction of the waste that is deposited in the landfills over a predefined number of years. On the other hand, environmental targets provide short-term goals on how to achieve the specified goals (Sikdar, 2004, p. 400). One environmental objective can have several targets. For instance, one target of an organization could be the reduction of waste that goes into the landfill by a specified percentage every year. When setting the environmental objectives and targets of your organization, it is critical to identify the department or employee responsible for making sure these parameters are met. Secondly, it is also important to identify an employee to oversee the implementation of the proposed changes and check that these targets are met effectively. Lastly, the stakeholders are also tasked with ensuring that the measures taken do not create a different significant environmental aspect. When setting environmental targets, the organization should keep in mind the common SMART criteria. Ideally, all the targets should be Specific, Measurable, Achievable, Realistic, and Time-bound. Specific targets aim at addressing only a single issue. Measurable targets are expressed quantitatively and in outright terms. Achievable targets need to agreeable to all the stakeholders involved in the implementation process. Realistic targets are challenging but not excessively ambitious since they can easily be revised once they have not been achieved. Lastly, the targets must be allocated a deadline that guides their attainment. The development of objectives and targets serves important purposes in the development of an EMS of an organization. First, they translate the environmental policy of the organization to a more specific, measurable, and tangible basis that supports the implementation process (Sikdar, 2004, p. 194). They also provide reliable performance indicators that guide the organization during the planning and development of environmental programmes in a more focused manner. Also, they provide clear benchmarks that are used to measure the success and progress of environmental programmes in the course of time. Moreover, objectives and targets provide a basis for the internal and external reporting of the achievements of the organization. Environmental data and performance indicators Environmental data is based on the measurement of the environmental pressures and the impacts on the ecosystem. The data is typically generated by organizations and institutions that execute environmental law or are doing research in the environmental realm (Dada, et al., 2013, p. 66). Environmental statistics generated by statistical offices are also considered to be environmental data. However, statistical data and other socio-economic data are not considered to be environmental data. But, they can also be incorporated into the assessment of comprehensive environmental issues. Ideally, all the data that is generated by the execution of the environmental law is regarded as environmental data. Environmental data is useful in fulfilling the responsibilities of the organization and protecting the environment. In addition, the publication of environmental data helps increase awareness and the understanding of the environment of the organization. On the other hand, environmental performance indicators concern the impacts of the organization on the biotic and non-biotic natural systems. These include land, water, ecosystems, and land. EPIs show clearly the performance of an organization and provide a firm basis for any future targets and improvements. The appropriate indicators are selected for the consideration of international comparability, environmental relevance, and applicability of information that is provided by the indicator. The indicators provide a representative overview of the pressures and conditions existing within the environment. They should be simple and easy to interpret and should be based on international standards. Furthermore, they should be adequately documented in a known quality and be regularly updated at intervals according to the required procedures. The environmental report should provide the customers with a meaningful and clear picture on the performance of the organization. In order to determine this picture, the organization has to involve a wide range of data types such as absolute data, trend data, and normalized data. In the use of absolute data, information on the performance of the organization is collected in terms of the absolute units of measurements over a certain period, usually yearly. Trend data represents data per year and spans over several years and is useful in showing performance trends. Lastly, normalized data makes the relationships between figures more visible by relating the two absolute figures against each other. Examples of such data would include kilometres travelled per one litre of fuel, or rather the cubic metres of water used by every employee in the organization. Selecting the most appropriate key performance indicators and using them effectively is useful in improving the performance of your business (Dada, et al., 2013, p. 15). The purpose of the performance measurement of your organization is to drive the ultimate improvements expected in the future. Organizations can use two main ways to achieve this kind of management power. The first way involves the use of KPIs to locate the potential opportunities or problems. While using this mechanism, put in mind that the key performance indicators indicate the trends in the performance of the organization. If these trends are headed in the wrong direction, it is evident that your organization has a number of problems to solve. Likewise, if the trends move in a consistent manner in your favour, it is possible you may find a greater scope for growth than you had forecast. The second mechanism involves the use of the key performance indicators to set the targets for employees and departments throughout the business. These targets are useful in helping the members of your organization deliver and achieve your strategic goals. Potential risks to successfully implementing an EMS Even though the benefits of adopting an ISO 14001 seem so obvious, organizations are likely to face problems and risks during the implementation process (Dada, et al., 2013, p. 192). One of the potential risks involved is that most organizations apply for certification for the sake of obtaining the certificate and often terminate the EMS activities after obtaining it. Thereby, organizations end up initiating new and separate activities for their EMS, rather than modifying the existing activities to conform to the requirements of the system. These risks keep the limit and scope of the system quite insignificant and small. Also, active participation of the employees and departments are likely not to be sought during the implementation process. The implementation of EMS costs important resources involving time and money. The drawbacks in the absorption of the ISO 14OO1includes short-term costs that are employed during environmental consultations (Dada, et al., 2013, p. 194). Other activities that involve short-term costs include the setting up of management structures, and organization of training the employees before allocating them relevant tasks. Also, there can be disruptions to the workflow, increased costs, and delays in the delivery of certain services that are crucial during the implementation stage of the EMS. The need for continuous improvements in the functional aspects of the system can be onerous, and the suppliers and subcontractors may be required to improve their environmental performance in order to derive the required results. Labour costs are also one of the risks involved in the implementation of the EMS. Thereby, each employee would be required to know the procedures, objectives, and targets of their own EMS clearly in order to find suitable ways to combat these costs. The top management of the organization may also choose to ignore certain solutions related to the EMS, especially if their realm falls outside the focus of intention of these top managers. The top management may also fear that the EMS may raise issues that have legal implications such as confidentiality and noncompliance (Dada, et al., 2013, p. 190). Lack of implementation studies, explanations, and examples have also proved to be a risk that forces environment managers to work in isolation from the other practitioners. These risks to the implementation of an EMS can be resolved through appropriate training and awareness programs that target the top management, as well as the employees. The management should be made aware of any financial implications involved in the implementation process and any examples of previous successes should be provided to enable top management assess the risks encountered by other organizations and how well they were resolved. Conclusion An EMS is a useful tool that encourages an organization to improve its environmental performance continuously. The system allows an organization to follow a repeating cycle in the implementation of its strategies. The organization commits to a reliable environmental policy and uses it as a basis to establish a plan that sets targets and objectives to improve environmental performance. The next step involves the implementation of the desired strategies that target at providing an environmental friendly platform to the customers and employees. The organization takes the time to evaluate its environmental performance and determine whether the targets and objectives are being met. If these targets are not being achieved, then counteractive action is taken to streamline them. The results of the evaluation are reviewed by the top management to determine whether the EMS is working appropriately. The management revisits the environmental policy and implements the revised plan. Bibliography Abdullah., A. M., 2007. Introduction to environmental management system. 1st ed. Malaysia: University Teknologi Malaysia. Baumol, W. J. & Oates, W. E., 2004. The theory of environmental policy. 4th ed. 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