EPM Mod 1
EPM Mod 1
MODULE -1 Syllabus
MODULE -1
Environmental management standards
The International Organization for Standardization (ISO) defines an environmental
management system as “part of the management system used to manage environmental aspects,
fulfill compliance obligations, and address risks and opportunities.”
Unique characteristics of Environmental Problems
1. Genetic Modification Of Crops
Environmental issues caused by man-made chemicals are becoming clearer. For example,
there has been a 90% reduction in the Monarch butterfly population in the United States that
can be linked to weed killers that contain glyphosate.
There is also some speculation that genetically-modified plants may leak chemical
compounds into soil through their roots, possibly affecting communities of microorganisms.
2. Waste Production
The average person produces 4.3 pounds of waste per day, with the United States alone
accounting for 220 million tons per year. Much of this waste ends up in landfills, which generate
enormous amounts of methane.
Not only does this create explosion hazards, but methane also ranks as one of the worst of
the greenhouse gases because of its high global warming potential.
3. Population Growth
Many of the issues listed here result from the massive population growth that Earth has
experienced in the last century. The planet’s population grows by 1.13% per year, which works
out to 80 million people.
This results in a number of issues, such as a lack of fresh water, habitat loss for wild
animals, overuse of natural resources and even species extinction. The latter is particularly
damaging, as the planet is now losing 30,000 species per year.
4. Water Pollution
Fresh water is crucial to life on Earth, yet more sources are being polluted through human
activities each year. On a global scale, 2 million tons of sewage, agricultural and industrial waste
enters the world’s water every day.
Water pollution can have harmful effects outside of contamination of the water we
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Ocean acidification is the term used to describe the continued lowering of the pH levels of
the Earth’s oceans as a result of carbon dioxide emissions. It is estimated that ocean
acidity will increase by 150% by 2100 if efforts aren’t made to halt it.
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This increase in acidification can have dire effect on calcifying species, such as shellfish.
This causes issues throughout the food chain and may lead to reductions in aquatic life that
would otherwise not be affected by acidification.
The majority of the issues previously listed contribute or are linked to climate change.
Statistics created by NASA state that global temperatures have risen by 1.7 degrees Fahrenheit
since 1880, which is directly linked to a reduction in Arctic ice of 13.3% per decade.The effects
of climate change are widespread, as it will cause issues with deforestation, water supplies,
oceans and ecosystems. Each of these have widespread implications of their own, marking
climate change as the major environmental issue the planet faces today.
Systems Approach to corporate environmental Management
A system approach is identifying, understanding, and managing integrated and
interdependent processes and their risks that contribute to the organization's environmental
management system effectiveness.
the inputs and outputs of each process as only a section of the company as a whole
contributes to understanding the effects on other processes within the organization. This
approach helps managers avoid analyzing problems in isolation.
The most common system model used for environmental management is the ISO 14001.
There have been other models, such as the European Eco-Management and Audit Scheme
(EMAS) and the Responsible Care model, developed by the American Chemical Council (ACC).
Many organizations, when implementing their environmental management system (EMS)
to ISO 14001 requirements, have used the PDCA methodology, based on Deming's “Plan-Do-
Check- Act,” implemented in post-WWII Japan.
The focus in the twenty-first century has been on the environmental revolution, and the
ISO management system's emphasis has been on continual improvement. In 1995, I developed
the Three-Step Process: Identify, Insure, Improve™ for management system implementation.
These three steps can be applied not only to quality but also to implementation of an
environmental management system (see Figure 7.1).
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Conserve water. Energy is used (and emissions generated) to heat the water used in your facility
and process waste water. Reduce water heater temperatures and repair leaks. Install low-flow
showerheads and aerated faucets to reduce the amount of water used; this can be especially
effective in lodging and multi-family facilities. Facilities with high hot water demand, such as
hospitals and restaurants, should consider heat recovery to capture the energy from waste fluids
to heat or preheat water.
Reduce, reuse, recycle. Your environmental footprint goes beyond energy use and your
business. All of the materials and equipment in your facility must be produced and shipped there,
and then disposed of—all of which impacts the environment. Look for ways to use less; it could
be something as simple as printing on both sides of paper or developing a better preventive
maintenance program to make equipment last longer. Establish a companywide recycling
program.
Travel less. Employees driving to and from work produce a substantial amount of air pollution.
Encourage (or subsidize) employees to use public transportation or organize car pools, and allow
employees to work from home whenever possible. Minimize business travel through web
conferencing, email and other low-emission communications. If you maintain a fleet of vehicles,
use them only when needed and look for fuel-efficient models.
Consider near sourcing. All businesses require resources to function, whether it is office
supplies or raw materials for manufacturing. Transporting these resources to your door uses
energy and creates emissions. Near sourcing—using vendors close to your business—is a
growing trend that can reduce your environmental impact and may save you money as well.
Ship goods more efficiently. If your business delivers products, consider ways to reduce your
shipping emissions. Ground shipments, by rail or truck, are generally more fuel-efficient than
shipping by air. Fewer, full ground shipments will use less fuel than frequent light loads. If you
do not have enough goods for full shipments, consider teaming up with other local businesses.
Business charter for sustainable production and consumption
Sustainable economic growth provides the foundation and resources for societies to develop
and prosper, and for people to meet their needs and pursue their aspirations. It helps enable
economic empowerment and poverty eradication, advance environmental stewardship; and
contribute to dealing with the trans-boundary global challenges highlighted by the UN
Sustainable Development Goals.
At the heart of economic growth are innovative, successful, and responsible businesses
operating within strong, forward-looking governance and policy frameworks.
Now more than ever, sustainable development depends on the solutions, capabilities,
contributions and engagement of business. ICC believes this entails:
Innovation in all dimensions of sustainable development so as to develop more integrated
strategies, policy and decision-making.
Leadership and collaboration to leverage the mutually-reinforcing and cross-cutting elements
of integrated policy-making.
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development within an enterprise can be measured. A tool for sustainable design of new products
or services is the sustainable orientated quality function deployment. This concept combines the
needs of the market and customers with the principles of sustainable development.
Sustainable cube In order to determine organisation's position in the light of sustainable
development the "sustainable cube" can be applied 191. This tool contains the three perspectives
of sustainable development - the economical, the ecological and the social one - and proposes a
metric system for each of them. The position within the cube allows one to define strategies for
further sustainable management. The cube can be used for the whole organisation, for parts of an
organisation or for individual products or services. The economic perspective can be measured
with common economic concepts like economic value added, option pricing theory, shareholder
value, contribution accounting, target costing or product profitfloss accounting. Economic value
added, shareholder value, options price theory and contribution accounting can be used to
analyse the whole organisation. Target costing is a tool for product-specific questions.
Meanwhile specific variations of shareholder value or contribution accounting were developed
including ecological requirements (spec. ecological shareholder value [lO], environmental
contribution accounting [l l]). The ecological perspective can be measured by life cycle
assessment resp. environmental performance measurement and indicators. The chosen method
should refer to principles of sustainable development, the methods suitably are assessing not-
monetary and quantitative. The methods Sustainable Process Index (SPI) [12], Material Input per
Service (MIPS) [13], Ecoindicator 99 [l41 and Eco-Points [l 51 are in discussion.
standards and laws, of human rights and of gender mainstrearning, to give a few examples, are
here in focus. For practical use, the relevant indicators for each perspective have to be defined
for a specific organisation. The next step is measuring and collecting the needed data, due to
evaluate and calculate each indicator. The sustainable cube is an instrument used in
organisational decision making processes - therefore evaluation is of a relative characteristic.
The organisation starts in the centre of the cube and can derivate strategies for each sustainability
perspective to improve the position. The cube can be used for benchmarking purposes, too, but in
this case all partners of the benchmarking process have to use the same criteria, indicators and
methods. The lettering of the axis is characterized by "W, "S" and "EP and is measured through
specific criteria valid for the organisation. The ideal position of measurement point within the
cube would be the top of each perspective, economic realistic, social ideal, with high
environmental performance. An unalterable demand for the position of each organisation is
section with G > 0, otherwise they lose money. In this case the organisation has no economic
perspective, and there is no continuous success in the ecological and social perspective.
These methods allow the measurement of ecological effects of products, processes or
organisations. Application is usually complex, and the methods are debatably. If environmental
effects can be evaluated by experts, also indicators combined with ABC-analysis can be used
[16]. Social perspective can be measured by indicators. Questions of legal compliance of social
standards and laws, of human rights and of gender mainstrearning, to give a few examples, are
here in focus. For practical use, the relevant indicators for each perspective have to be defined
for a specific organisation. The next step is measuring and collecting the needed data, due to
evaluate and calculate each indicator. The sustainable cube is an instrument used in
organisational decision making processes - therefore evaluation is of a relative characteristic. The
organisation starts in the centre of the cube and can derivate strategies for each sustainability
perspective to improve the position. The cube can be used for benchmarking purposes, too, but in
this case all partners of the benchmarking process have to use the same criteria, indicators and
methods. The lettering of the axis is characterized by "W, "S" and "EP and is measured through
specific criteria valid for the organisation. The ideal position of measurement point within the
cube would be the top of each perspective, economic realistic, social ideal, with high
environmental performance. An unalterable demand for the position of each organisation is
section with G > 0, otherwise they lose money. In this case the organisation has no economic
perspective, and there is no continuous success in the ecological and social perspective.
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Sustainability requirements can be included on all steps of the Qm> process. For the House of
Quality (HOQ), the subsystem design matrix and the piece part design matrix the relevant
criteria can be derived from the principles of ecodesign as well as from criteria's concerning
social resp. health and safety issues. Eco-Efficiency Criteria and principles of Cleaner Production
can be integrated into the process design matrix, but it has to be noted, that these principles will
also have an impact to matrix 1 - 3 (see Table 2). Eco-Efficiency means creating more value with
less impact [24]. The goal of the concept of Cleaner Production are environmental sound
processes, in order to avoid harmful emissions and waste which have to be cleaned up with so
called end-of-pipe technologies. The objective of Eco-Design is to maximize the benefit and to
minimize the environmental impact of a product or service. Additionally requirements of
corporate strategy are important. Therefore tool employment has to be seen in the light of the
general objectives which are management for example with a SBSC within a Generic
Management System
Reduce water usage and waste by closing taps and lower the flow to the smallest needed
to do the job in reasonable time.
Reduce the amount of fuel you use by choosing smaller, lighter vehicles. Carpool. Live
close to where you work. Use public transit if you can.
Environmental stewardship ties in with land stewardship and good agricultural practices
which farmers would not truly practice if they care about obtaining optimal yields for an infinite
period of time.
It includes things like:
Planting trees around fields to act as wind break barriers which reduce soil erosion due to
winds blowing across cultivated ground.
Reduced tillage or no tillage methods of growing crops. This also helps reduce soil
erosion by wind because less or nose bare soil is left open to the elements.
Incorporation of plant waste, such as stems, back into the soil to add organic matter. This
means healthier soil and corresponding increased yields. It also can mean soil which is
more open allowing for better drainage.
Not using equipment on soil when it is too wet resulting in compaction. This can mean
reduced yields and reduced drainage. Also using suitable equipment to match the soil
such as tracked equipment versus just plain wheels on muck type soil.
Applying the correct amount of fertilizer or manure at the correct time to achieve optimal
growing results without having run off issues. Allowing fertilizer or manure to leach into
waterways is harmful to the environment as well as a waste of the resource. As part of
this, incorporating the fertilizer or manure into the soil
Drivers of sustainability
The business case for sustainability has been at the forefront of much of the literature.
Some of the most commonly mentioned drivers/benefits of sustainability include: competitive
advantage, reduced costs, increased sales, improved image and reputation, and increased
employee motivation (FSC, 2010; Jenkins, 2006; KPMG, 2008; Makower, 2010; Masurel,
2007; Morsing, 2006; Simpson, Taylor, & Barker, 2004; Werbach, 2009; Willard, 2005). In
December 2010, the American Institute of Public Accountants (AICPA), Canadian Institute of
Chartered Accountants (CICA) and the Chartered Institute of Management Accountants (CIMA)
released a report on drivers to sustainability. This report looked at the evolution of CR practices
in Canada, the US and the UK;
The top three drivers to sustainability for large organizations were:
(1) Compliance with legal and regulatory requirements,
(3) Achieving competitive advantage and long-term profitability (see figure 6) (AICPA, CIMA,
CICA, 2010, p.5).
The survey respondents were small (under 1000 employees) and large (over 1000 employees)
organizational leaders who are members of these three associations. Based on the literature, the
most important drivers for sustainability are external to 18 the company and focus on
competitive advantage, compliance with regulatory bodies and managing risk and reputation.
Jenkins (2006) concluded that external drivers are: improved image and reputation, better market
position; and internal drivers are: increased employee motivation, cost savings and increased
efficiency. Figure 6 – Sustainability drivers for large companies
Large organizations are also more inclined to have formal sustainability departments as well as
formal reporting standards, and 79% of companies currently had a sustainability strategy
BARRIERS
Sustainable development has been widely promoted as a holistic concept which aims or targets
to integrate social, economic and cultural policies to ensure high-quality growth. However, there
are barriers combating the implementation of sustainable development. These barriers are,
according to an UK essay and other materials, the following:
• Economic and financial barriers: Economists observed that the dominating development
model tends to focus on economic growth as precedence rather than people's rights or welfare,
and environmental processes and limits. This requires a shift in the worldview from treating the
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environment as part of the economy to treating the economy as part of the environment;
strategically this means the economy should be adapted to ensure environmental services
are maintained.
Innovational Barriers: In the educational sector there is a lack of innovation-oriented research.
This means that there has to be a closer connection between research institutes and the economy,
which would also overcome problems concerning the knowledge transfer to applications in real
life.
• Social barriers: Population growth, paired with unsustainable consumption and production
patterns among the wealthy, are the biggest social challenges to achieving sustainable
development in the world. Absent of a significant change in human behavior, sustainability
will not be potential. There are other social barriers which are: The marginalization of the poor
and entrenched inequities Limited awareness about sustainable development. Environmental
issues among both politicians and the wider public fragmented civil society. Inadequate
interaction between civil society and government. Insufficient incentives to for the private
sector to pursue sustainable development.
• Political barriers: Inadequate economic, social and environmental methods for policies, plans
and projects are the major barrier combating the implementation of sustainable development.
• Poor monitoring and evaluation systems: A basic problem is lack of specific targets
(globally, nationally and at local level), measurement and data to track progress, resulting in a
lack of information available to decision-makers. It is suggested for strengthening monitoring
and evaluation of sustainable development strategies in order to establish a dynamic
improvement process, with an objective of increasing their effectiveness. It is recommended that
governments should turn up deeper and assess the socio-economic impacts of developmental
projects, rather than the outcome alone.
Soil
Land pollution can come from a variety of sources. Landfills, chemical and fuel refinery
leaks or spills and industrial agricultural techniques that require heavy use of pesticides and
chemical fertilizers all contribute to soil pollution. Abatement measures include eliminating lead
from fuels to reduce lead pollution of the soil, requiring underground liners for landfills,
voluntary recycling programs, regulating fuel and chemical production to minimize risks of spills
or leaks and exploring alternative agricultural methods to reduce the need for pesticides and
herbicides.
Water
Water pollution usually comes in one of two major forms, point source pollution and
nonpoint source pollution. Point sources include specific release of pollutants into waterways,
like industrial effluents or untreated sewage. Nonpoint sources are not locally specific and
include pollution from storm water runoff in urban areas and pollutant leaching from
contaminated soils. Abatement measures include requiring treatment of sewage waste water
solids, installation of storm runoff retention systems (also called wet ponds) in areas with a high
density of impervious surfaces and educating the public about the dangers of storm water
pollutants to streams, rivers and aquifers.
Energy Conservation
Another basic but important pollution abatement strategy includes what many call reducing
your carbon footprint. More people using fewer resources and less energy reduces pollution
impacts on a larger scale. Examples of conservation include: using cleaner-burning fuels and
renewable sources of energy like solar or wind power, using public transportation or carpooling,
recycling and reusing paper, plastics and metals, insulating your home to make it more energy-
efficient, installing energy-efficient appliances, and buying locally produced goods to reduce the
need for shipping of products over long distances.
The focus in the twenty-first century has been on the environmental revolution, and the
ISO management system's emphasis has been on continual improvement. In 1995, I developed
the Three-Step Process: Identify, Insure, Improve™ for management system implementation.
These three steps can be applied not only to quality but also to implementation of an
environmental management system
CHARTER ON CORPORATE RESPONSIBILITY FOR ENVIRONMENTAL
PROTECTION (CREP)
Ministry of Environment & Forest (MoEF) launched the Charter on "Corporate
Responsibility for Environmental Protection (CREP)" in March 2003 with the purpose to go
beyond the compliance of regulatory norms for prevention & control of pollution through
various measures including waste minimization, in-plant process control & adoption of clean
technologies. The Charter set targets concerning conservation of water, energy, recovery of
chemicals, reduction in pollution, elimination of toxic pollutants, process & management of
residues that are required to be disposed off in an environmentally sound manner. The Charter
enlists the action points for pollution control for various categories of highly polluting industries.
The Task Forces were constituted for monitoring the progress of implementation of CREP
recommendations/ action points.
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1. Chrome Recovery
i) All the chrome-tanning units in the country will have the Chrome Recovery Plant either on
individual basis or on collective basis in the form of Common Chrome Recovery Plant and use
the recovered chrome in the tanning process. By December 2004
ii) Common Chrome Recovery Plant is to be installed and commissioned at Kanpur, for which
the Feasibility Report has already been prepared. All the chrome tanning units will make their
financial contribution to the extent of 10% By June 2003
ii) Recovered Chromium is to be utilized in tanning process By December 2005
2. Waste Minimization Measures
i) Waste minimization circles will be formed in all the clusters of tanneries in the country to
implement waste minimization measures and for adoption of clean technologies March 2004
ii) Waste minimization measures as identified by the Task Force to be implemented in all the
tanneries By December 2005
3. Reduction of Water Consumption in Tannery Units
i) All the tanneries will install water meters and flow meters to measure actual consumption and
waste water discharge. By December 2003
ii) Water consumption rates will be brought down to 28 m 3 /tonne of hides by taking water
conservation measures. By December 2003
4. Compliance of standards All CETPs and ETPs will take the following measures:
i) Deployment of qualified and well trained staff for O & M of the ETPs/CETPs. By December
2003
ii) Installation of automatic monitoring instruments by CETPs/large tanneries. By December 2003
iii) Separate Energy meters for ETPs/CETPs By December 2003
iv) Replacement of open anaerobic lagoons with cleaner technology options will be
implemented By December 2005
v) Implementation of guidelines developed by CPCB for Health & Safety of worker employed
in the industry / ETP/ CETP.
vi) All large tannery units (processing more than 5 tonne/day of hides/skins) will undertake
Environmental Auditing on annual basis. By June 2004
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MODULE 1