delivering solutions The Dual Regulatory Track New Answers in a New Age Presented to the 2006 CUPA Conference Burlingame, CA Winter 2006
Dec 18, 2015
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The Dual Regulatory TrackNew Answers in a New Age
Presented to the 2006 CUPA ConferenceBurlingame, CA
Winter 2006
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Discussion Goals
The Idea of the Dual Track
EMS – Facts & Fiction
Review the Experience of other States
Opportunities in California
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Premise
The law and legal compliance is just the beginning of good environmental stewardship
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Environmental Duty Levels
Compliance Performance Protection Restoration Stewardship
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How do we go “beyond compliance” What does that
mean?
How do we get there?
How do we maintain compliance in a BC world?
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What are your current views on EMS? What do you know?
On what is this based?
A reading of the Standard?
An understanding of the Standard?
Viewing application of the Standard?
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What can take us further
Does the law harness the best of the organization and its people?• Creativity?• Passion?• Inspiration?• Responsibility?
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EMS Fundamentals
Catalogue ALL of an organization’s environmental risks and impacts
Prioritize those risks and impacts Plan for and implement programs to
exert maximum control over those risks and impacts deemed important, with the goal of minimizing them to the greatest extent practicable
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Management Systems
Review & revise as
necessary
Establish PolicyCarry out analysis of
current positionEstablish goals &
objectives
Design & implement management system to achieve above
Audit performance of management system -
is it achieving your goals and objectives
PLANPLAN
DODO
CHECKCHECK
ACTACT
WAITWAIT
IDENTIFYIDENTIFY
REACTREACT
CURECURE
Typical reactive approach Vs. EMS proactive approach
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Overview of Environmental Management Systems An environmental management system is a formal approach
to managing the aspects of an organisation’s activities, processes, products and services that have, or could have, an impact on the environment.
EF
FE
CT
IVE
NE
SS
EF
FE
CT
IVE
NE
SS
A pro-active approach to assessing environmental impacts in the long-term business planning and decision-making process (sustainability).
A tool for delivering environmental performance improvement.
A mechanism for understanding the environmental effects associated with business operations and complying with legal requirements.
Foster a sense of responsibility for the environment amongst all employees
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What is the right percentage of employees . . . To be involved in compliance? To be aware of legal
requirements? To be thinking about
environmental issues?
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Overview of EMS
EMS logic Obtain senior management commitment Develop an environmental policy Identify all environmental aspects and associated impacts Prioritise the impacts and manage all significant aspects Set objectives & targets for improvement in priority areas Develop & implement environmental improvement programmes to
achieve the goals and objectives Monitor progress towards objectives and targets - is it achieving your
aims Perform internal audits and management reviews - review and revise
your system as necessary External communication to stake-holders - Environmental Report
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Recognizing EMS Design Alternatives
Model 1:• 14001 Conformity
Model 2:• 14001 Conformity and Compliance Assurance
Model 3:• 14001 Conformity, Compliance Assurance, and
Environmental Performance (including the product)
Model 4:• 14001 Conformity, Compliance Assurance,
Environmental Performance, and Sustainability (including the product)
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EMS Design Model 1 Basic 14001 Conformity Design Criteria
• framework of ISO 14001:1996(E) Advantages
• Informs upper management, trains some employees, meets acknowledged international standard
• Shares a minimal level of environmental responsibility, begins progress beyond compliance minimums, some cost savings
Examples• Gladfelter Corp., General Motors, Delphi Group, Sony
Limitations• no assurance of legal compliance, leaves resources and
money on the table; misses alignment with essential stakeholder interests, no metrics
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EMS Design Model 2 - Conformity and Compliance Assurance Design Criteria
• 14001 requirements, provision for compliance, integrated compliance auditing, examination of unregulated aspects, employee education, supplier involvement, community involvement
Advantages• expands management involvement, extends reach of
improvement opportunities, begins basis for alignment with regulators and customers
Examples• Ford Motor Company, Caterpillar, IBM Storage Division,
Nellcor Puritan Bennett, Monsanto Limitations
• regulatory benefits, customer and community alignment, supplier leveraging still left untapped, investment returns stranded, no metrics
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EMS Design Model 3 - Adding Environmental Performance Design Criteria
• pollution prevention hierarchy, waste minimization audits, supplier involvement, employee education, distributed responsibility, communication programmes; some “other” requirements
Advantages• aligns with customer priorities, leverages activities of all
employees, suppliers, and community awareness• creates basis for eco-efficiency through metrics and diagnostic
tools, regulatory innovation, core business performance contributions
Examples• Allergan, Inc., Toyota Motor Company, Intel Corp., Toshiba,
Matsushita Heavy Industries, Panasonic Group, Quantum Corporation, Mercedes-Benz U.S. International, Inc.
Limitations• Not a leadership position; does not advance sustainability, limits
use of available potential, continues to strand resources
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EMS Design Model 4 - Pursuing Sustainable Business Practices Design Criteria
• elements of EMAS, Agenda 21, ICC Charter, environmental product design, EH&S building design
Advantages• takes full advantage of regulatory innovation and customer
alignment opportunities, metrics in place, maximizes supplier and employee involvement, stakes out clear leadership position
• creates nimble, future-ready, learning organization Examples
• BMW Group, Volvo Cars Group, Siemens AG, Siemens Nixdorf, Canon, Interface, IKEA, Coors, SGS Thomson
Limitations• more up-front investment, increases visibility of
organization, elevates stakeholder expectations, stretches core business goals
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Achieving The Environmental Management Plan Targets
track progress milestones get the goods who dunnit
rigor metrics
Policy Significant
Aspects
Objectives Targets Acti-
vities
Resources
required
Documentation
/Operational
Controls
Resp’ty Metric
/Meas-
ures
Time-
scale
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The role of interested parties in objective setting View of stakeholders
• Certain aspects may be either high or low priority for different stakeholders
• Risk assessment by the organisation may not always be the same as the perception by interested parties
• Use feedback from stakeholders to prioritise objectives with a high impact on stakeholder groups
P7.4
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Types of Resources in a Beyond Compliance World Time Human capital Money Management support New equipment Engagement with stakeholders,
regulators, customers, suppliers Etc. . . .
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Purposes of the ISO requirement Legal obligations are relevant to
environmental issues For many organizations, the legal
requirements fully drive their EMS The notion of a compliance-
focused EMS – Level 2 of our Model
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Notions of Legal Compliance
Compliance – It’s better than jail Compliance – We need to be
confident Compliance – Is Performance
Possible? How do we measure compliance?
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Other Requirements
Key to a good EMS Indication of sound EMS if other
requirements are understood and included
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And what are “Other requirements?” Whadr they? What do you subscribe to? Corporate Requirements? International protocols? Industry codes/standards?
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Elements of Conformity to the Requirement Catalogue Procedure
• How we get the info• How we stay current• Who’s gotta do the deeds• How we translate• How we deal with change
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Creating the Register
Rules Text Citation Responsibility Status Tracking (Person & Method) Change Management
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Sound EMS Attributes
Meaningful Metrics exist for each element of the System
Bad metrics• EMS Training - # of Es trained, sign in sheets• EMS Objectives – only trailing metrics of
performance• Management Review – we do it• Auditing – minimal non-conformities
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Good Metrics
EMS Training – continually improving understanding (how do we measure this?)
EMS Objectives – trailing metrics blended with leading metrics, output metrics, and outcome metrics
Management Review – Management is increasingly involved, and the EMS is an increasingly important business tool (how do we measure this?)
Auditing – we do it more, longer, and our auditees and auditors consider it one of the most enjoyable and valued tasks they perform
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Evaluating the Quality of EMS Policy statement Objectives and Targets Program (distribution of responsibility) Auditing Approach (including NCPA) Metrics Continuous Improvement Management Commitment and
Involvement
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Policy statement Indicators of Strength
• Practical and usable• Can be used to audit the system• Makes short term and long term commitments• Nature of business is clear
Indicators of Weakness• Generic (what kind of business is it?)• Vague – no principles of action• Products missing• Actions beyond the fenceline missing
– Stakeholders, community, suppliers, contractors
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Key Diagnostic Questions Does the scope of the EMS include:
• the organization’s products?• the organization’s manufacturing
processes? Does the EMS Policy Statement include:
• a statement of action regarding supplier and contractor management?
• clear commitments to informative public disclosure of EMS information beyond the policy statement itself?
• a statement of action to go beyond compliance minimums?
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Objectives and Targets
Indicators of Strength• Os refer to business activities• All Ts are quantified and time-bound• Require action across the business • Balance of maintain, improve, study
Indicators of Weakness• Os are generic• Timelines and quantities/performance missing• Can all be done by Env. Dept.
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Key Diagnostic Questions
How many were involved in developing?
What is the budget for Os&Ts? How was stakeholder involvement
obtained? How do these relate to core
business performance goals/targets?
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EMS Plan or Program (distribution of responsibility) Indicators of Strength
• At least 30% of plant population involved• Timelines balance short and long term• Capital investment is called for
Indicators of Weakness• Too few actors named• Not broken down into practical actions• Metrics missing• Not aligned with key business goals
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Key Diagnostic Questions Does the EMS Plan or Program
-List a wide array (i.e. more than 10) persons as responsible for carrying out actions or activities to support targets?
-Contain commitments by persons in all operating areas of the organization to contributing actions to support targets?
-Call for inclusion of performance against EMS goals and tasks within the employee evaluation and management performance review processes?
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Auditing Approach Indicators of Strength
• Written protocol that changes annually• Open ended questions• Team is large and multi-functional• Continuing Education• Audit reports are used as management tools
Indicators of Weakness• Team is all EHS people• Yes/no questions; no evolution of protocol• Clear teaching on distinction of corrective and
preventive action is missing
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Key Diagnostic Questions Does the EMS call for:
-Disciplinary consequences for failure to timely complete nonconformances?
-A good balance among corrective and preventive actions?
-A requirement that nonconformances and other corrective and preventive actions must be propagated across the organization as best practices?
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Experience of Other States
Wisconsin – Green Tier• www.dnr.state.wi.us/org/caer/cea/environmental
Texas – Clean Texas• www.cleantexas.org/
New Jersey – New Jersey Performance Track• www.state.nj.us/dep/dsr/bscit.htm
Colorado – Environmental Partnership • www.cdphe.state.co.us/el/elp/elphom.asp
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Edward L. QuevedoWSP Environmental
261 Hamilton Avenue, Suite 425 Palo Alto, CA 94301
Mobile: +001.415.806.0355 Email: [email protected]
Tel: (00)1 650 326 7440 Fax:(00) 1 650 326 7467
405 Fremont St.
San Francisco, California 94103Tel: (00) 1 415 402 2207 Fax: (00) 1 415 433 6730
And Offices Worldwide