1. The Case for an Environmental Management System
[This presentation is intended to introduce the idea of establishing an environmental management system in accordance with the international standard AS/NZS ISO 14001:2004 to the top management of an organisation. Reasons for considering the implementation of an EMS may differ markedly between organisations. This presentation is not designed to be used as it exists, but rather has been developed as an example and may act as a framework from which to develop a more refined presentation from which to introduce the requirements of an environmental management system to management staff or executive]

2. What is an environmental management system (EMS)?
Part of an organisation’s management system used to develop and implement its environmental policy and manage its environmental aspects.
(AS/NZS ISO 14001:2004 cl. 3.8)
[Explain the italicised words: ]
An EMS is an integral part of a larger management system of an organisation, and not a separate system. Most organisations will have systems for managing their human resources, business objectives and plans and finances, and many will also have systems for managing the quality of their products and services, occupational health and safety, security, and environmental impact of their activities, products and services. These systems will work more effectively and efficiently if they share processes, such as a planning cycle, establishment of objectives and programs to achieve them, monitoring and measurement, corrective and preventive action for continual improvement, and management review.
The environmental policy articulates the overall intentions and direction of an organisation related to its environmental performance as formally expressed by top management. It provides commitment to compliance with legal and other requirements, prevention of pollution, and continual improvement. It also provides a framework for action and the setting of environmental objectives and targets. The EMS is primarily about putting the environmental policy into action.
Environmental aspects are those activities, products and services of an organisation that have or can have an impact on the environment. An EMS identifies such environmental aspects and determines which of them can have a significant impact on the environment. This helps an organisation understand how it interacts with the environment. This in turn guides an organisation in determining where environmental controls or improvements are needed, and setting priorities for action to enhance environmental performance.

3. Why have an EMS? Improve management of environmental impacts
Set targets to reduce energy use, water use & waste to landfill
Initiate and maintain procedures to improve efficiencies including:
Environmentally friendly purchasing procedures
Preferred business travel option
Define key responsibilities for achieving targets
Monitor and measure environmental performance against key indicators
Regularly assess progress towards achieving set objectives
Ensure due diligence and ongoing consideration of legal and other environmental requirements
There is a large number of criteria to consider when deciding on whether the agency should have an environmental management system in the first place, and seek certification to the requirements of ISO in the second place. It may be worth considering the two options separately.
This slide presents those criteria. [Work through these and discuss relevance to the organisation].

4. Why have an EMS? continued
Assist with environmental reporting as required by s.516A of the EPBC Act 1999
Government policy encourages commonwealth agencies to implement an EMS (at least one site)
Contribute to preferred employer status
Achieve cost savings
Show leadership, nationally and/or internationally
Obtain competitive advantage
May be required by clients, customers and/or regulators
Build goodwill from customers, employees and stakeholders
[s.516a of the EPBC requires all Commonwealth agencies, authorities and companies to report annually on how activities or administration of legislation accorded with the principles of ecologically sustainable development as well as the environmental impacts of their activities and measures taken to minimise the negative environmental impacts].

5. What is AS/NZS ISO 14001:2004?
An international standard (ISO) for requirements of an environmental management system, adopted jointly by Australia and New Zealand (AS/NZS)
Used as basis for third party certification of environmental management systems.
The International Organization for Standardization (ISO) is a non-government network of national standards institutes. It develops and publishes international standards. The Joint Standards Australia/Standards New Zealand Committee QR-011, Environmental Management Systems, adopted both of these ISO standards in their entirety in Therefore, in Australia we refer to the standards as AS/NZS ISO 14001:2004 and AS/NZS ISO 14004:2004.
AS/NZS ISO 14001:2004 provides an international standard for the requirements of an environmental management system. Certification of management systems can be provided by accredited conformity assessment bodies.

6. The ISO 14001 model of continual improvement
Environmental
Policy
Planning
Management
Review
The structure of AS/NZS ISO 14001:2004 follows a Plan-Do-Check-Act (or PDCA) management approach.
The steps are as follows:
PLAN  : Establish the objectives and processes necessary to deliver results in accordance with the specifications.
DO  : Implement the processes.
CHECK : Monitor and evaluate the processes and results against objectives and specifications and report the outcome.
ACT  : Apply actions to the outcome for necessary improvement. This means reviewing all steps (Plan, Do, Check, Act) and modifying the process to improve it before its next implementation.
In AS/NZS ISO 14001:2004, the Plan-Do-Check-Act approach is shown as a continual improvement spiral starting with development of the environmental policy. The outcome of management review is a set of changes to the rest of the system designed to improve the system, and ultimately, environmental performance.
Implementation
& Operation
Checking

7. Why is management commitment important?
Top management responsibilities are
Endorsing an organisation wide environmental policy
Developing and communicating firm and ongoing commitment – leading by example
Provide or facilitate resources
Appointment of management representative to ensure EMS is developed and implemented
Regular review of the EMS to ensure its continuing suitability, adequacy and effectiveness.
Actions by management provide a reflection of the corporate culture – help to endorse the new culture
The first major point comes directly from the requirements in the international standard. Top management has a number of direct roles in the EMS.
The second point is about management providing support when challenges arise in implementing the EMS.
The last point is about management contributing to staff morale, motivation and ethics.

8. Planning for improved environmental performance
Management Programme
Environmental
Management Programme
Target
Target
Target
Target
Target
Objective
Objective
Policy
As you can see in the diagram, the EMS can be seen as a series of interconnected events. Each event is contingent upon the successful completion of the event that proceeds it.
Meeting the stated intentions of an environmental policy depends entirely on meeting the objectives you set, which in turn depends entirely on meeting the targets set for that objective.
Significant aspects & impacts
Initial Environmental Review

9. The main steps toward ISO 14001 EMS certification
ReCertification Assessment 6 5
Surveillance
Certification (registration) 4
Certification Assessment
ISO Certification 3 2
Document Review
The exact process of formally certifying an EMS to ISO will depend on the accredited certification body that we eventually work with. However, the diagram summarises the major steps that we will need to take to receive third party certification. 1
Preliminary Assessment

10. Case Study 1: IP Australia
Reasons for implementing an EMS?
Reduce impact on the environment
Become a socially responsible workplace
Align with government recommendation
Respond to staff values.
Challenges
Organisational support
Perceived cost
administration associated with an EMS
New tasks of monitoring environmental impacts
Need for additional resources
IP Australia has about 1000 people in a building in Canberra. It administers IP rights across a range of product lines.
IP Australia promoted environmental management systems in 2008 by hosting two workshops on environmental management systems for government agencies.
The agency went through the certification process in mid 2008.
[Work through the next three slides and point out the reasons for establishing an EMS, challenges and how they were overcome, and the biggest benefits of the whole process.]

11. Case Study 1: IP Australia
How were challenges overcome?
Strong top-down support
Integration of EMS into strategic plan
Contracting of NCSI consultants for training & certification
Assistance from the Environmental Management Committee of high-level staff
Assistance from volunteer environmental champions
Policy endorsed by Director General
Objectives developed using S.M.A.R.T. principles
Feedback from staff encouraged & responded to.
S.M.A.R.T. refers to developing objectives which are: Specific, Measurable, Realistic and Time-based

12. Case Study 1: IP Australia
Biggest benefits
Initial ‘quick wins’:
Adjustment of climate control = energy savings
Staff car pooling
Default duplex printing
signatures include reduce printing message
Improved staff moral
Improved image as employer of choice
Improved corporate image to potential clients

13. Case Study 2: Australian Antarctic Division
First operation in Antarctica to be certified to ISO
Operates in a very fragile environment.
Subject to increasing national and international scrutiny.
Much higher environmental risks than the average government agency.
The information for this comes from the AAD’s websit. The next slide will present the AAD’s inspirational environmental policy.

14. Case Study 2: Australian Antarctic Division
Most significant environmental aspects:
Waste management, including incineration
Bulk fuel handling & storage
Waste water
Ship and air activities
Environmental aspect register benefits from wide consultation throughout organisation—easy to use, with a high degree of ownership.
This in turn has resulted in a high degree of commitment to the EMS from staff.

15. Case Study 3: Department of Foreign Affairs & Trade RG Casey Building
Responded to original request from Government to establish an EMS and achieved certification in June 2006.
Does not use EMS consultants or environmental scientists—all done in-house.
One building of 1000 staff certified by NCSI.
Aiming for maintaining certification provides a driver for a thorough EMS.
Surveillance audits help to maintain focus.
The Department of Foreign Affairs and Trade (DFAT) made a presentation on its EMS to the workshop on environmental managmeent systems for government agencies in Canberra in April This information comes from that presentation.

16. Case Study 3: Department of Foreign Affairs & Trade
EMS facilitated by recognising the positive environmental work already being done.
Need to understand resistance to change.
Used corporate culture to establish EMS in modest steps.
Encouraged commitment rather than focussing on breaches.
Establish credibility with stakeholders through realistic objectives & targets.
An EMS Committee facilitates consultation.
The Department of Foreign Affairs and Trade (DFAT) made a presentation on its EMS to the workshop on environmental managmeent systems for government agencies in Canberra in April This information comes from that presentation.

17. Case Study 3: Department of Foreign Affairs & Trade
Main initiatives and benefits:
Reduced waste to landfill.
Green café—people brought in own mugs, donations to Greening Australia
Staff volunteer to plant trees—”they love doing it!”
EMS mailbox for suggestions
Reduced power consumption
Main challenge: rents building (involves landlord’s agent) Building design provides challenges
Final messages: Don’t aim for perfection, just continual improvement. Be realistic.
The Department of Foreign Affairs and Trade (DFAT) made a presentation on its EMS to the workshop on environmental managmeent systems for government agencies in Canberra in April This information comes from that presentation.

18. What resources are available?
EMS Tool
EMS Standards: AZ/NZS ISO & ISO 14004
Training on EMS auditing, lead auditing, and internal auditing.
Consultancy to assist with development of the EMS.
Conformity assessment bodies to certify the EMS to AS/NZS ISO 14001:2004.
There are several resources that can help the agency establish and implement an EMS.
A model EMS for government agencies has recently been devised by the Department of Environment, Water, Heritage and the Arts.It comprises:
A guide to the EMS with a glossary and a list of all relevant standards
An EMS manual with essential procedures
A set of forms and templates
A list of legal requirements to be used as the starting point for compiling a register of legal and other requirements.
Training packages that can be adapted by a government agency, like this package.
The model has been devised especially for Australian government agencies. It is focussed on a practical system for mostly office-based organisations with relatively low environmental risk.
There are three standards directly relevant to environmental management systems:
AS/NZS ISO 14001:2004 has the requirements for an EMS—this is the standard to which an EMS can be certified.
AS/NZS ISO 14004:2004 has guidelines on principles, systems and support techniques for an EMS
AS/NZS ISO 19011:2003 has guidelines for managing internal audit programs as part of an EMS.
There are a number of organisations that provide a variety of relevant training. For example, NCS International runs public courses, and can offer in-house courses. Training courses are based on the requirements and guidelines in the international standards.
There is also a plethora of consultants willing to assist. However, this can be an expensive trap. Some consultants will provide an organisation with EMS, walk away, and charge a fortune. The risk is that the organisation does not feel that it owns the resulting EMS.
The model EMS was devised by NCSI Training & Development to be adapted to an agency by the agency. That way, the agency will own the EMS, but NCSI T&D is still available to assist with the adaptation in an efficient and effective way. As a consultant, NCSI will provide guidance, but agency staff will do all the work. This keeps external costs down.
The JAS-ANS website lists accredited conformity assessment bodies that can certify an EMS. NCS International and SAI Global are the major Australian-based players in Australia.

19. Barriers to effective implementation
Lack of management support and commitment
Inadequate resources
Lack of support from staff
Poor internal communication and awareness
Lack of clear responsibilities and authorities
Lack of EMS training for implementers
EMS too complex for the organisation
These are all potential barriers to successful establishment and implementation of an EMS. The model environmental management system for government agencies has been put together with these barriers in mind. It is very practical, and is tailored to the requirements of small to large, mainly office-based organisations, with potential for application organisations with substantial field operations.

20. Conclusion
An environmental management system takes time and commitment from the entire organisation.
Effective running of an EMS will provide ongoing environmental benefits, cost savings and contribute to building an attractive work place culture.