ISO ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION PROJECT TAMUCC APRIL 30, 2012

Transcription

1 ISO ENVIRONMENTAL MANAGEMENT SYSTEM IMPLEMENTATION PROJECT TAMUCC APRIL 30, 2012 TEXAS A&M UNIVERSITY - CORPUS CHRISTI 6300 OCEAN DRIVE CORPUS CHRISTI, TEXAS 78412

2 1.0 INTRODUCTION The project consisted of the development of an Environmental Management System (EMS) for Texas A&M University - Corpus Christi. The EMS was developed in accordance with ISO Standards. While TAMUCC and The Texas A&M University System intended to follow the ISO14001:2004 standards, it is not the intent of the facilities to become certified to the ISO standard as a result of this project. Instead the standard served as a foundation for the development of the EMS. Software previously purchased by the Texas A&M University System, known as INTELEX, was reviewed and utilized during the implementation of the project. 2.0 EMS IMPLEMENTATION TEAM COORDINATION Designing and implementing an EMS to conform to the standards required a project-oriented approach. This type of approach was determined to function the best as a group effort. The first step for TAMUCC under this approach was to identify the lead individual for the effort and a cross-functional implementation team (EMS Core Team). Project tasks were reviewed and/or developed on a weekly basis by the Team. 3.0 SCOPE Developing an EMS for the university required the EMS Core Team to review all departments within the TAMUCC property boundary. The university s property occupies all of Ward Island and includes the following buildings/services but is not limited to: research laboratories, conference centers, art studios, cafeterias, student housing, power plants, sports facilities, fleet maintenance, incineration, wastewater treatment, construction and demolition, grounds maintenance, and drinking water supply. See Figure 1 for a map of the TAMUCC campus. Figure 1. TAMUCC Campus Map

3 While the overall goal of the project was to develop an EMS program for TAMUCC, the Team determined only a select number of departments should be included in the project s fenceline. The EMS Core Team determined the fenceline of the project would be departments within TAMUCC s Facility Services area. These departments included: Motor Pool; Purchasing, Receiving, Shipping; University Police Department (UPD); Printing Services; and the Boat Barn GAP ANALYSIS A gap analysis was conducted as a preliminary assessment of the environmental management system (EMS) at Facility Services located within Texas A&M University-Corpus Christi (TAMUCC). To complete this project, each member of the EMS Core Team was assigned to a department within Facility Services. In order to assure uniformity of the analysis between the departments, a Gap Analysis Questionnaire was developed. During the assessment, the Team examined a representative sample of environmental data, records, systems, and programs in place within the departments. Members of the EMS Core Team also interviewed department managers and/or staff. The questionnaire and report of the gap analysis has been provided to TAMUCC s Environmental, Health & Safety (EHS) Department. Overall review of the gap analysis assessment indicated that no or minimal evidence existed between the department s current EMS and the ISO standards. After review, the EMS Core Team discovered the environmental policy, which was drafted in 2007, was not circulated and therefore, employees were unaware of the policy. Based on the assessment, the Team determined the highest priority elements of the EMS for the departments within TAMUCC s Facility Services that require substantial improvement were: Environmental Policy Structure, Roles, and Responsibilities Aspects and Impacts Targets, Objectives, and Programs 5.0. ENVIRONMENTAL POLICY TAMUCC s Environmental Policy was developed in August 1, 2007 by the TAMUCC Environmental Advisory Council and is available on the INTELEX database. The policy was reviewed and approved by Dr. Flavius Killebrew, TAMUCC President, and by the EMS Core Team. The policy is intended to follow all of the required elements of what is specified within ISO The EMS Core Team has provided a copy of the environmental policy to each of the managers within Facility Services. The policy will be reviewed within each department at a minimum of once a year STRUCTURES, ROLES, AND RESPONSIBILITIES An Environmental Management Representative for each department had not been determined prior to the preliminary assessment. With the coordination of the department managers an EMR was assigned for each area. A list of appointed representatives for each department was developed and provided the TAMUCC EHS Department.

4 7.0. EVALUATION OF ENVIRONMENTAL ASPECTS AND IMPACTS The EMS Core Team conducted an initial review of all aspects and impacts at the departments located within Facility Services. The Team utilized a risk ranking matrix provided by the Texas A&M University System. Each aspect was ranked based on seven factors: severity of the impact, scale of the impact, frequency, worker exposure, practicability, mitigation cost/benefit, and legal. See Figure 2 for the risk ranking matrix. A list including aspects, impacts, and overall scores was developed and has been provided to the TAMUCC EHS Department. Scale weight factor =(factor1*b) + (factor2*c) + (factor3*d) + (factor 4*E) + (factor 5*F) + (factor6*g) + (factor7*h) Severity of Impact 'A' Scale of Impact 'B' Frequency 'C' Worker Exposure 'D' Practicabilit y 'E' Mitigation Cost/Benefit * 'F' Legal 'G' Trivial, impact likely to reverse itself naturally Small, impact reversible w/ minor effort Moderate, impact reversible w/ moderate effort Impact only felt at small controlled area Impact felt in small area and immediate vicinity Occurs rarely, if ever Occurs yearly Impact felt in a large area within Occurs monthly the fenceline Large, impact Impact felt within reversible w/ all fenceline substantial effort Very large, impact irreversible Impact felt within all fenceline and beyond the fenceline. Occurs weekly Occurs daily No risk to health Minor risk to worker health; short term irritation, no permanent affects Moderate risk to worker health from short or long-term exposure Risk to worker health from longterm exposure w/out proper precautions Immediately dangerous to life and health w/out proper precautions Impossible or impractical to implement Difficult to implement Hard but not unreasonable to implement Can be implemented w/ minimal to moderate effort Easy to implement cost prohibitive; can't change; no payback high cost; long or questionable return on investment (>10 yr) moderate cost; difficult to afford; fair return on investment (>5 yr) moderate cost, affordable; good return on investment (2-5 yr) low cost; rapid return on investment (<2 yr) * This factor can include lifecycle cost analysis, payback period, relative efficiency gain, and material life expectancy Unregulated Unregulated but University/Agency Policy Likely to be regulated in the future Regulated Specific University/Agency permit restriction Figure 2. Risk Ranking Matrix The EMS Team recognized that assigning an overall threshold value for determining significant aspects would not accurately reflect each department s significant environmental impact. As a result, the Team decided an individual threshold value for each department would be determined based on the overall ranking of the aspects and impacts. Please see below for details.

5 Motor Pool Environmental aspects from the Motor Pool included the following but are not limited to: paper, oil leaks, absorbents, storm drain covers, water, energy, tires, fuel, oxygen/acetylene tank, antifreeze, metal parts, solvents, lubricants, hydraulic fluids, oil, containers, filters, and batteries. The lowest ranking aspect was determined to be consumption of spill response materials with a score of 2.0, while consumption of halogenated solvents ranked the highest with a score of 4.1. Aspects were reviewed and the Team determined that the threshold value for assigning an aspect as significant would be 3.5. As a result, the Motor Pool Department was determined to have three significant aspects which included: 1) consumption of halogenated solvents 2) consumption of non-halogenated solvents and 3) consumption of glycols Purchasing, Receiving, Shipping Environmental aspects from the Purchasing, Receiving, Shipping Department included the following but are not limited to: paper, energy, and water consumption, solid waste, E-waste (used computers and copiers), purchasing non-recycled paper, review of product life cycle, delivering paper, and transportation during lunch breaks (walking, biking, driving, etc.). It was determined that the department lacked a process to review products life cycle costs. Usage of recycled paper has been attempted; however, due to contractual agreements non-recycled paper appeared to be more cost effective. E-waste (used computer and copiers) is sent to Central Receiving to be sold via surplus or sent to correctional facilities for repair and usage. The lowest ranking aspect was determined to be water consumption with a score of 2.4, while lack of an environmental review process ranked the highest with a score of Aspects were reviewed and the Team determined that the threshold value for assigning an aspect as significant would be As a result, the Purchasing, Receiving, Shipping Department was determined to have three significant aspects which include: 1) lack of environmental review process 2) municipal solid waste and 3) electronic waste University Police Department Environmental aspects from the University Police Department (UPD) included the following but are not limited to: paper (police reports), energy, and water consumption, solid waste, leaks from vehicles, used ammunition, vehicle maintenance, used oil, used light bulbs, gas consumption, gas powered golf carts, vehicle turnover, used batteries, don t carpool, used tires, surplus material (parking permits), no longer use cardboard permits (only use temporary ones for NRC parking), recycle bins in the office, parking garage water reclamation system (condensate, storm water, etc.), used computers, and garage storage. The lowest ranking aspect was determined to be water consumption with a score of 2.4, while paper consumption ranked the highest with a score of 2.8. Aspects were reviewed and the Team determined that the threshold value for assigning an aspect as significant would be As a result, the UPD was determined to have three significant aspects which include: 1) paper consumption 2) energy consumption and 3) fuel consumption Printing Services Environmental aspects from Printing Services included the following but are not limited to: paper consumption, energy consumption, water consumption, electronic waste, and used toner. The lowest ranking aspects were determined to be water and energy consumption with a score of 2.25, while paper consumption ranked the highest with a score of 2.3. Aspects were reviewed

6 and the Team determined that the threshold value for assigning an aspect as significant would be 2.3. As a result, the most significant aspect for Printing Services was determined to be paper consumption Boat Barn Environmental aspects from the Boat Barn included the following but are not limited to: paper (police reports), energy, and water consumption, solid waste, leaks from vehicles, used ammunition, vehicle maintenance, used oil, used light bulbs, gas consumption, gas powered golf carts, vehicle turnover, used batteries, don t carpool, used tires, surplus material (parking permits), no longer use cardboard permits (only use temporary ones for NRC parking), recycle bins in the office, parking garage water reclamation system (condensate, storm water, etc.), used computers, and garage storage. The lowest ranking aspect was determined to be automotive waste and oil rags with a score of 2.00 each, while consumption of halogenated solvents ranked the highest with a score of Aspects were reviewed and the Team determined that the threshold value for assigning an aspect as significant would be 3.3. As a result, the Boat Barn was determined to have three significant aspects which include: 1) paper consumption 2) energy consumption and 3) fuel consumption DEVELOPMENT OF OBJECTIVES AND TARGETS Objectives and targets were developed for each of the significant aspects identified in the initial review. A list of objectives and targets was developed and has been provided to the TAMUCC EHS Department. It should be noted that the EMS Team did not conduct a measurement related to the actual consumption rates for each of the significant aspects identified. Objectives were based on an assumption of current usage and a review of the actual usage should be determined before the objective is finalized. The objective completion dates were also recommendations made by the EMS Core Team and should also be reviewed Motor Pool Based on the significant aspects previously identified the Team has developed the following objectives for the Motor Pool: Reduce usage of solvents by 10% Reduce waste of glycols by 10% Purchasing, Receiving, Shipping Based on the significant aspects previously identified the Team has developed the following objectives for the Purchasing, Receiving, and Shipping: Increase Green Purchasing/Life Cycle Costs Review by 20% Reduce solid waste by 20% Reduce electronic waste by 20% University Police Department Based on the significant aspects previously identified the Team has developed the following objectives for the Purchasing, Receiving, and Shipping: Reduce fuel consumption by 2% Reduce waste production by 5% Reduce energy consumption by 5%

7 Printing Services At the time of this report, objectives and targets for the Printing Services, based on significant aspects, had not been developed Boat Barn Based on the significant aspects previously identified the Team has developed the following objectives for the Motor Pool: Reduce usage of solvents by 10% Reduce the presence of metallic waste and old equipment Reduce waste of glycols by 10% 10.0 SUMMARY An initial review of conformance between TAMUCC Facility Services current EMS and the ISO standards indicated that no or minimal evidence existed between the two. An EMS Core Team was developed to assist various departments within TAMUCC Facility Services in conforming to the ISO standards. Software previously purchased by the Texas A&M University System, known as INTELEX, was reviewed and utilized during the implementation of the project. TAMUCC s Facility Services was determined to be the fenceline for the project based on the already developed structure of the departments. The departments included in the EMS implementation project were the Motor Pool, Purchasing, Receiving, Shipping; University Police Department, and the Boat Barn. The project tasks completed as a result of the project included determining the scope of the project, conducting a gap analysis, developing an environmental policy, outlining aspects and impacts, and developing objectives and targets for the project. The Team coordinated with departmental managers and staff and reviewed team progress weekly RECOMMENDATIONS Recommendations from the EMS Core Team would be to develop an Introduction to EMS training module for facilities to review prior to implementation. Comments received by the EMS team indicated personnel were hesitant to review the standards at the start of the project implementation. As a result, several meetings to discuss the EMS and TAMUCC s vision of developing an environmental program for the entire university were conducted before any implementation could begin. Introducing the system to staff prior to the project would allow a smoother process when the team conducts the preliminary assessment. Another recommendation would be to revise the gap analysis questionnaire to better fit the university's vision of following the ISO standards without certification Motor Pool The Motor Pool plans to reduce usage of solvents by 10% and reduce waste of glycols by 10% by utilizing recycling programs, finding alternative green solvents or cleaning methods and creating a monitoring system with which employees can track usage levels in order to reduce them within twelve months of the implementation date Purchasing, Receiving, Shipping

8 It is recommended that the Purchasing and Receiving facility take measures to increase green purchasing by 20% using life cycle costs analysis. The development of new term standards for equipment use and procurement should also be included. Plans to reduce solid waste by 20% and reduce electronic waste by 20% will be achieved by increasing employee awareness through training and monitoring and utilizing recycling programs already in place at TAMUCC. Employee training, monitoring of aspects and establishment of a feasible objective based on trend analysis is recommended upon implementation University Police Department The University Police Department has committed to reducing fuel consumption by 2% within 12 months of monitoring system implementation. Waste and energy reduction goals will be achieved through continued employee education regarding recycling and energy usage policies already in place as well as through additional training to be recommended by the TAMUCC Department of Environmental Health and Safety Printing Services The Printing Services facility was found to be in exemplary standing environmentally speaking. Over the past two years this facility has streamlined environmental management practices by converting to digital printing formats, eliminating substantial chemical waste and implementing recycling of all excess paper products. It is recommended that the Printing Services facility continue to utilize recycling and disposal policies already in place and continue to serve as a model for environmental excellence Boat Barn The Boat Barn facility plans to reduce the use of hazardous solvents by shifting to the use of environmentally friendly solvents. It is recommended that the Boat Barn monitor the use of fuel in an effort to reduce the consumption thereof. Strategies to reduce and recycle metal waste and old equipment have also been recommended and are in development by the TAMUCC Department of Environmental Health and Safety for implementation no later than December 2012.