1. Role of Senior Management
EPA Regions 9 & 10
and
The Federal Network for Sustainability
2005

2. Continual Improvement Checking & Corrective Action
Plan Do Check Act
Continual Improvement
Management
Review
Environmental
Policy
Checking & Corrective Action
Planning
This slide shows the components arranged to reflect the EMS cycle and the notion that the cycle supports the continual improvement concept that is the backbone of an effective EMS
the next few slides will describe the various components
Implementation &
Control

3. The Role of Management
The EMS model is built on the premise that senior management is consistently participating or otherwise involved.
There are key points where senior management has a defined role (e.g., Policy, management review).
Ongoing support is critical.

4. Specific Expectations of Management
Be visible and positive about the message.
Show your support through organizational policy, as well as “walk the talk” by your words and actions.
Discuss the benefits of using the EMS tool; Most importantly, verbalize how it supports the mission.
Be up front and honest about the effort needed for successful implementation.
Provide resources (financial, staff, external).

5. Specific Expectations (cont.)
Provide moral support, encourage your team, and create a leadership environment that ensures success. The staff should feel that you are in it with them and committed to success.
Encourage dialogue among the various offices, units and/or facilities. Try to break down the silos!
Share performance results with the workforce.
Communicate outside the agency to share experiences and to learn from others.

6. Management Review of EMS
EPA Regions 9 & 10
and
The Federal Network for Sustainability
2005

7. Management Review Separate element in ISO 14001 (4.6),
Distinct from checklists or EMS audit,
Essential part of continual improvement.
Management review should be broad enough in scope to address the environmental dimensions of all activities, products and services of the organization, including their impact on financial performance and possibly competitive position.

8. Top Management Should Review
Continuing suitability of the EMS and policy,
EMS audit results and compliance evaluations,
Environmental objectives, targets and performance,
Status of corrective and preventive actions,
Communications with interested parties,
Follow-up from previous management reviews,
Changing circumstances,
Recommendations for improvement.
Is E. policy still suitable in light of
changing legislation
changing expectations and requirements of interested parties
changes in the products and activities of the organization
advances in science and technology
lessons learned from environmental incidents
market preferences
reporting and communication

9. Top Management Considerations
Issues resulting from changes in:
Products, services, or activities,
Technological advances,
Legislation,
Expectations of stakeholders,
Financial circumstances.
Is E. policy still suitable in light of
changing legislation
changing expectations and requirements of interested parties
changes in the products and activities of the organization
advances in science and technology
lessons learned from environmental incidents
market preferences
reporting and communication

10. Items to look for Schedule for management reviews
Attendees at meetings
Minutes of management review meetings
Support for continual improvement.

11. EPA Regions 9 & 10 and The Federal Network for Sustainability 2005
EMS 101 for Senior Management Brief Overview of Environmental Management Systems (EMS)
EPA Regions 9 & 10
and
The Federal Network for Sustainability
2005

12. What is an Environmental Management System?
It is the tool used by an organization to manage the:
Organization structure,
Planning activities,
Responsibilities,
Practices, procedures, processes,
Resources.
It is for developing, implementing, maintaining, reviewing, and correcting/improving the approach to addressing environmental issues.
It is the structured approach that incorporates environmental considerations into day-to-day operations throughout the organization, and is designed to promote continual improvement.

13. Process vs. Performance
An EMS defines a process- “HOW” to do something, in this case, manage environmental issues.
It alone does not guarantee performance status- or “WHAT” needs to be done. For example, being in compliance is a measure of performance.
The EMS is a process used to achieve performance goals.
The importance of this point is that the EMS is what we use to meet our other environmental obligations and goals.
For example, the EMS can help identify, create and manage: P2 programs, reporting requirements, Executive Order requirements, compliance, etc.
In other words “using the tool”

14. General Principles An EMS uses the Plan-Do-Check-Act Management Model,
An EMS serves the organization and its mission, not the reverse,
EMS is a process, not an event,
An EMS is the people & their actions, not the words & aspirations,
Improvement rests on changing attitudes & behaviors “Want to, not have to”,
Start at the top, and the bottom and implement throughout.
There is no such agency as the “Department of Having an EMS”. So it is understood that with all agencies the EMS has to support the mission, and not be the mission by consuming all of the effort and resources.
An EMS provides a management framework with which an organization will set goals, carry out activities, and improve performance. It needs to “personalized” to the organization or site in order to be useful. Analogy: Imagine living in a house that is only the frame!

15. Keep in mind…
The EMS and related measurement tools are just that- tools. Alone, they will not guarantee success. Do not fixate on the tool.
The organization must use the tools, not just have them.
A useful EMS is “alive”; constantly measuring performance, making adjustments, and looking for continual improvement opportunities.
The tools are to help manage the environmental issues of the organization. Analogy: you buys tools to use them to do something, not just to have them. But imagine building a house without tools!
Tools need people to work. An EMS is a tool, not a robot that will put people out of work.

16. How to Prepare for Management Review
Have a clear understanding of Policy,
Know how and why objectives and targets were identified,
Review audit findings,
Assess overall effectiveness of EMS, focusing on continual improvement.

17. ISO 14001 Elements Management Review Environmental Policy Checking/
Continuous
Improvement
Checking/
Corrective Actions
Measurement and Monitoring
EMS Nonconformance and Corrective Actions
Records
EMS Audits
Planning
Environmental Aspects
Compliance
Objectives and Targets
Environmental Mgmt. Programs
Implementation
Roles and Responsibilities
Training and Communication
EMS Document Control
Emergency Preparedness and Response

18. A Viable EMS To succeed an EMS should be:
In harmony with mission focus;
Cost effective;
Flexible;
Transparent;
Useful to the “practitioner”;
Focused on continual improvement.
Whatever EMS model is used, the key to implementing a successful EMS is to integrate it into your existing management structure. Every company’s EMS will be different, because each company’s management structure is unique.
If the EMS doesn’t fit with the company management and structure--it isn’t a viable EMS

19. Continual Improvement Cycle
Etc.
Plan
Implement
Implement
Plan
Review
Implement
Check
Act is a pretty vague word – need to reinforce the concept of top management review.
Check
Review
Plan