PBL Environmental Management System. Staff Awareness Training. This package has been developed by the Parsons Brinckerhoff Ltd, Environment Group

Transcription

1 PBL Environmental Management System Staff Awareness Training This package has been developed by the Parsons Brinckerhoff Ltd, Environment Group

2 Staff Awareness The aim of this package is to give you some background on the Environmental Management System and how it will affect you. Work through this document on the screen, from the start indicator to the end indicator, using the links as appropriate. The links appear underlined and in Blue. This package has been developed by the Parsons Brinckerhoff Ltd, Environment Group. The package will take you around 20 minutes to complete.

3 What is an Environmental Management System? An Environmental Management System (EMS) is a systematic approach to managing our environmental impacts. It is a cyclical system, which drives continual improvement in environmental performance. In the planning stage we identify our environmental impacts, assess which are significant and implement operational control procedures to manage them. We also set ourselves challenging yet realistic Objectives and Targets. We monitor and measure our performance, and put in place corrective action as necessary. Finally, activities are regularly audited on an annual basis and the Board of Directors carry out a Management Review. The EMS is similar to our Quality Management System in that it drives improvement in our performance. It is important to clients that we have an internationally recognised and independently verified standard, ISO To this end, the EMS has been developed in line with the International Environmental Standard, ISO All of our UK offices are certified to ISO Policy Commitment Our commitment to environmental improvement is set out in our Environmental Policy Can you think of four things an EMS will do for PB? Click here for the Answer Management Review Checking & Corrective Action Monitoring & Measurement Planning Implementation & Operation

4 Why does PBL need an EMS? It is important for PBL to have an effective environmental management system for a number of reasons. Importantly our clients are becoming increasingly concerned about the environmental performance of the companies they are associated with. Many including; National Grid, The Environment Agency, The Highways Agency, Ministry of Defence and Network Rail are questioning us closely on our environmental performance as part of the tender process. In many cases the tender process will be easier with an EMS in place and in some cases we will only be able to win work in the future if we have an EMS. We are a responsible global company and as such want to enhance and retain that image. An effective Environmental Management System will help us do that. The Parsons Brinckerhoff Strategic Plan, which will take us to 2010, sets out the company vision: To be an integrated service provider across the spectrum of global infrastructure, benefiting communities through innovative and sustainable solutions for the built environment. Sustainable Development is a global buzzword. In our role as a multi-disciplinary consultancy we have a number of roles to play in enhancing sustainability. The EMS is the first step along the road to formalising our approach to Sustainable Development. Although we will be focusing initially on environmental performance you will see later from our Objectives and Targets, that we will also be increasingly addressing issues of sustainability. To find out more about the rationale behind the PBL EMS, please refer to the EMS Rationale. You may wish to read the whole rationale, or simply familiarise yourself with it now, and read it from the EMS documentation at a later date.

5 It is important that everyone, throughout the company, is involved in the EMS. Click here to find out Why? The first stage in the Environmental Management System is to identify our impacts on the environment. This has been completed, and those impacts that are deemed significant have been identified in the following areas, click on each area to see what our impacts are: Internal Activities On-Site Activities Client Solutions How will we manage those impacts within the EMS? Answers Click here for the To measure our progress in implementing the operational control procedures, and improving our environmental performance, we have set ourselves Objectives and Targets with associated timescales. Again, you may wish to read the Objectives and Targets, or simply familiarise yourself now and read them at a later date from the EMS Documentation.

6 Your Responsibilities The EMS will only work if everyone gets involved. Under the EMS you have certain responsibilities, depending on your role within PB. Responsibilities are set out within Quick Checks, which are simple flow diagrams, for the following job functions: Regional Facilities Managers and Location Managers Business Unit / Directors Project Directors Project Managers All Employees Network Rail projects Highways Agency projects Please check your Quick Check to find out your responsibilities and activities, they are located on the BMS site. When you have finished this package take a look! If you have a client that has particular Environmental requirements, and you would like a Quick Check developed for them, then please ukems@pbworld.com with the details, and a Quick Check can be developed. In general, all staff should be aware of the environmental impacts of their activities at work and the location of environmental documentation on the intranet, especially the Environmental Policy. You should always comply with procedures and assist where required in competing objectives and targets. Your work can have a positive impact on the environment and may reduce or prevent an incident occurring which could harm the environment. In particular staff should be aware of their responsibilities for the following: Internal Activities On-site Activities

7 Failure to follow procedures Operational controls are in place to prevent damage to the environment. Failure to follow correct working practices can have potential consequences on the environment. Make sure you are aware of the potential consequences of a departure from operating procedures. Click here for examples at a company level of such consequences and here for specific localised examples.

8 Feedback It is important to note that the EMS is a cyclical process, and we are aiming to continually improve our environmental performance. To this end, our performance and our objectives and targets will be reviewed on an annual basis. This means that the EMS documentation will be continually improving to ensure that it is keeping pace with our environmental performance and our business activities. To ensure that this evolution is as effective as possible it is important that all staff provide feedback on the management system and associated training.. If you have any thoughts, queries or issues associated with the PB EMS and how we can improve our environmental performance, then please ukems@pbworld.com

9 Register to Confirm Completion You have now completed the training! You should now have an understanding of the following: What an Environmental Management System is Why it is important that PBL has an effective Environmental Management System What our environmental impacts are Where to find out about your responsibilities Where to go for more information If you have any members of staff who do not have access to a PC, and where a PC could not be made available for them to complete this training, then please ukems@pbworld.com, so that alternative arrangements can be made. Thank you

10 Return Environmental Policy

11 Answer Our Environmental Management System will do the following for PBL: Illustrate to clients our commitment to environmental protection. Facilitate compliance with environmental legislation and therefore prevent the negative impacts associated with non-compliance including; fines, negative publicity and damage to relationships with clients. Manage our resources efficiently, thereby reducing costs. Continually improve our environmental performance. Return

12 Sustainable Development Sustainable Development is often described using the definition from the report Our Common Future (also known as the Brundtland Report): Sustainable Development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. The UK government defines Sustainable Development as: meeting four objectives at the same time, in the UK and the world as a whole: social progress, which recognises the needs of everyone; effective protection of the environment; prudent use of natural resources; and maintenance of high and stable levels of economic growth and employment. Return

13 EMS Rationale Parsons Brinckerhoff Ltd has recognised that for a company wishing to grow in the 21 st century, it is vital to embrace sustainability. Every individual and business has a role to play to protect and enhance society and environment. Sustainability is defined within PBL as: Improving the quality of life for everyone, both now and in the future. PBL has identified that this means working towards the following in conjunction: effective protection and enhancement of the environment, prudent and efficient use of natural resources, social development and enhancement, considering the needs of all, high levels of economic growth and employment. As a company providing a whole range of consultancy services, PBL has a significant opportunity to influence enhanced sustainability through the advice that it provides clients, whilst enhancing owner value. The identification of our sustainability falls within three categories: our internal activities, advice, designs and solutions we provide to clients, our on-site activities, or the activities of sub-contractors supervised by us.

14 EMS Rationale To effectively manage sustainability within our business, PBL has developed an effective Environmental Management System, in line with the international standard ISO The management system will focus, initially but not exclusively, on environmental aspects, but will be extended to incorporate social issues. As part of the review of this process PBL will produce an annual Sustainability Report to facilitate a company-wide review of our progress. Internal Activities We are managing our internal activities and enhancing eco-efficiency, by monitoring and measuring our use of resources and travel, and by keeping all employees informed about our progress and best practice for enhancing efficiency. We are also monitoring and developing our involvement in community activities and social responsibility. Client Solutions PB is generating designs and providing solutions for the future. It is clear that we have an important role to play in enhancing sustainability throughout the world. We are assessing and designing for the buildings and infrastructure of the future and we can enhance the intrinsic sustainability of that design, from the location of the project, through the selection of materials, and the whole life costs, to demolition and reuse. To this end PBL has a Designer s Sustainability Toolkit, which is evolving to enable designers in all practice areas to enhance the sustainability of their design. Site-Based Activities PBL recognise that the on-site activities of both ourselves and sub-contractors working under our management can have positive and negative impacts on the environmental and the local community. Therefore we are incorporating into our Project Management process steps that ensure that these impacts are managed appropriately in conjunction with our clients.

15 Managing Scope As a consultancy we are creating the solutions and undertaking the site based activities that are deemed necessary to fulfil our client s brief. The extent to which sustainability can be integrated will depend upon the needs and concerns of the client. Table One overleaf illustrates this point. The PB SOLUTIONS could span from any one of the inputs mentioned, or indeed all the inputs from top to bottom in the case of Programme Management. On the left is the sort of PB RESOURCE INPUTS that would be made to any one of the solutions provided to clients. On far right hand side is listed the sort of PB SUSTAINABILITY INPUTS that could be made to any number of projects. However, these inputs are not direct, the extent to which they are utilised will depend upon the CLIENT DRIVERS. Therefore we will only have limited control and can only advise the client as to best practice. We can improve our sustainability performance by working within the brief from clients, and considering the sustainability aspects within the solution and any on-site activities. We can also enhance sustainability by offering clients the skills and knowledge from the right hand side of the table to enhance the value of the solution. However, it is the first option that will be managed more proactively within the EMS, as it is the area over which we have the most direct control.

16 Table One PB RESOURCE INPUTS PB SOLUTIONS CLIENT DRIVERS PB SUSTAINABILITY INPUTS Planning Goals Overview Design Strategic Environmental Impact Assessment Values Environmental Impact Assessment Employees Detailed Design Finances Public Consultations Travel Construction/Activity Planning Sustainable Design Energy Render Preparation Legislative Pressures Biodiversity Action Plan Environmental Planning

17 PB RESOURCE INPUTS Water Table One cont d.. PB SOLUTIONS CLIENT DRIVERS PB SUSTAINABILITY INPUTS Construction/Activity Supervision Timescales Pressures Environmental Training Environmental Audit Materials Principles Building Assessment Inspection & Monitoring Standards Environmental management System IT Resources Commissioning Environmental Monitoring Equipment Performance Review Ethics Waste Management Culture Eco-Efficiency Procurement of sub-contractors Facilities Management Environmental Review Feedback Terms and Conditions Feedback Return Relationships

18 Answer It is very important that everyone gets involved with the EMS. It covers all PBL UK offices and all activities. It involves activities from saving energy by switching off lights, saving paper by printing on both sides, developing action plans to ensuring that any on-site works are managed to minimise environmental risk, and enhancing the inherent sustainability of our design solutions. These tasks involve the input of all members of staff for the initiatives to have a truly company wide impact. All staff are involved in the EMS, although some have more responsibilities depending on their role within the organisation. We are audited by external auditors in order to achieve and maintain external certification. We are also audited by clients. It is therefore very important that everyone gets involved. The EMS is only as good as it s weakest link! Return

19 Internal Activities Our Internal Activities are those associated with running our office environment, any of the following activities will have an impact upon the environment: Business Travel / Travel to Work Energy Consumption Water Consumption Purchasing Patterns Paper Consumption Waste Hazardous Materials Sub-Contractor Management Asbestos River Management Godalming only. Return

20 On-Site Activities Many members of PBL staff are involved in activities that take place on-site and involve physical activities. PBL involvement could be through undertaking the activities ourselves, or though supervising or directing contractors. These on-site works are likely to impact upon the environment and even local communities. On-Site works can also pose a significant environmental risk. It is important to PBL and to our clients that we manage these activities effectively. The aspects we would need to manage include: Waste Noise and Vibration Hazardous Chemicals Contaminated Land Contaminated Water Historic Buildings Protected Species Return

21 Client Solutions Client Solutions represent the designs, systems and procedures we develop for our clients. Through our Client Solutions we have an important opportunity to enhance sustainability for generations to come. However, our Clients have a number of drivers, which will influence the sustainability of the design they require. These drivers could include: Cost Timescales Policy Legislative requirements Organisational Culture Stakeholder pressure Return

22 Answer The EMS has procedures to ensure that we are effectively managing our environmental impact and continually improving our environmental performance. It is important that we all make ourselves familiar with the procedures that apply to us, and ensure we are working within those procedures. There are three types of procedure. System Procedures manage the system itself, to ensure we are applying the principles consistently, and ensure compliance with ISO Operational Control procedures set out how we undertake our activities to manage our significant environmental impacts. This is split into two sections, Internal Activities and On-Site Activities. Return

23 Objectives and Targets Financial Year 2009 Our Internal Activities Energy Objective To maximise energy efficiency throughout PBL offices. Targets Reduce CO 2 emissions per full time equivalent employee by 2% per annum. To conduct out-of-hour energy audits in at least 6 offices to identify and report on energy wastage. To inform all employees of energy usage via Integrated Management System Bulletins in order to raise awareness and improve efficiency. To continue to assess the feasibility of energy efficiency methods which could be utilised through discussions with Facilities Management Team. Timescales October monthly 6 monthly 6 monthly

24 Objectives and Targets Financial Year 2009 Our Internal Activities Resource Use Objective To facilitate the most efficient use of resources whilst enhancing services to clients. To utilise recyclable and reusable resources wherever it is feasible. Targets To reduce consumption of paper per full time equivalent employee by 5% per annum. To continue to enhance the feasibility of measures to improve resource efficiency through discussions with Facilities Management Team. To continue to assess the feasibility of the use of recycled and / or reusable resources Timescales Ongoing 6 monthly 6 monthly

25 Objectives and Targets Financial Year 2009 Our Internal Activities Waste Management Objective Targets Timescales To minimise waste and increase reuse and recycling Reduce waste to landfill per full time equivalent employee by 3% per annum. October 2009 Review recycling options for all offices in conjunction with the Facilities Management Team. Undertake three random audits of waste management contractors 6 Monthly October 2009

26 Objectives and Targets Financial Year 2009 Our Internal Activities Environment Teams Objective Targets Timescales Establish Green Teams in all UK offices October 2009 Hold at least one joint task meeting with all UK Green Teams October 2009

27 Objectives and Targets Financial Year 2009 Our Internal Activities Business Travel Objective Targets Timescales Update Business Travel Policy Research travel patterns to inform policy development Establish and apply an action plan for the reduction of carbon emissions associated with business travel and staff commuting October 2009 October 2009

28 Objectives and Targets Financial Year 2009 Client Solutions Objective Targets Timescales To improve the sustainability of PBL Client Solutions. Establish appropriate methods for the evaluation of project sustainability and effective communication to clients October 2009

29 Objectives and Targets Financial Year 2009 On-Site Activities Objective Targets Timescales Facilitate the effective management of the potential environmental impacts of on-site activities. Evaluate the effectiveness of the Environmental Management Plans and make recommendations for improvement Evaluate the effectiveness of the approved supplier database within the process of managing environmental risk October 2009 October 2009 Return

30 Internal Activities PBL s internal activities include energy, waste and water management, travel, paper use and purchasing. During 2008 PBL: Used an estimated 2.43 m 3 of water per person, an reduction of 15% on 2007 estimates. Used an estimated 2,281,298 kwh of electricity, a slight reduction on 2007 estimates of 0.06%. Used the equivalent of 4,574 sheets of A4 sized paper per employee a reduction of 16% on 2007 estimates. Disposed of an estimated 187kg / person / year, of general waste a reduction of 7% per employee form Emitted nearly 4643 tonnes of CO2 through business travel, an increase of 9% on 2007 figures. As part of the EMS, there are several ongoing initiatives to reduce the company s environmental impact in these areas. All Employees should actively participate and comply with the related procedures. You should also carry out good housekeeping and consider environmental aspects when purchasing products. Users of hazardous materials should ensure materials are used, stored and managed appropriately, in line with the manufacturers instructions and equipment is in place to manage spills. Return

31 On-Site Activities The responsibilities for all on-site activities will be ultimately with the Project Manager. However, individual responsibility will lie with the whole project team. To ensure that on-site activities are managed appropriately the following actions will need to be undertaken: Development of an Environmental Management Plan, or Environmental Checklist. Implementation and management of EMP or Checklist during life of activities. Management of sub-contractors to ensure compliance with our policy, objectives and targets, and EMP or Checklist. More information on the management of on-site activities can be found within the Project Manager Training Package. If you are managing on-site activities, then please complete the Project Manager s Training Package as soon as possible. Return

32 Consequences of Departure from EMS Operating Procedures Jeopardising our accreditation to ISO14001 Failure to comply with our Environmental Policy and our client s Environmental Polices Failure to comply with environmental legislation, thereby putting us at risk of financial penalties and negative publicity Increased overhead costs through not maximising ecoefficiency Non-compliance with client schemes PB has signed up to and been approved for e.g. Railtrack Assurance Case and the Verify scheme, thereby jeopardising our chances of retaining them. Not demonstrating continual improvement in our environmental performance. Return

33 Specific Examples of Consequences of Departure From EMS Operating Procedures Failure to secure containers can lead to a release of materials that may be hazardous into the environment. Inadvertently tipping a jar of chemicals down a sink or the wrong drain could lead to damage to the environment, such as pollution of the local water environment. Using inappropriate or defective containers to store wastes or hazardous materials increases the risk of that material or waste escaping. Situating containers close to surface and foul water drains instead of bunded areas or on hardstanding increases the risk of pollution from leaks and spills. Incorrect labelling, or the absence of labelling, on containers could lead to the wrong waste being removed by contractors and the waste being sent to the wrong disposal location, such as landfill rather than incineration. This could potentially result in environmental hazards. Return