The Critical EMS/EMIS Link: A Case Study. Agenda

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Percival Skinner
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1 The Critical EMS/EMIS Link: A Case Study Robert Liles, REM November 20, 2002 Agenda EMIS vs. EMS Case Study Conclusion 1

2 Introduction The EMS push Corporate good citizens Compliance orders Supplemental Environmental Projects The EMIS push Complicated environmental regulations Lengthy permits Overwhelming task and recordkeeping requirements What is EMIS? Environmental Management Information Systems (EMIS) The use of technology to manage critical environmental data for recordkeeping and reporting Typically geared toward managing environmental data and tasks Data and document gathering/warehousing Data processing Task tracking Reporting 2

3 What is EMIS? (cont.) By default, an EMIS is usually a computer-based system Custom relational databases (Oracle, SQL, etc.) Off-the-shelf software Often tied in to other plant systems Production, accounting, CEMs, etc. Typically originates from a company s environmental department out of sheer necessity What is EMIS? (cont.) To be effective must have buy-in from line managers, environmental management, and users Most failures are the result of: Lack of commitment from line managers (impacts data reliability, consistency, and integrity) Insufficient user buy-in System not properly integrated with business practices (e.g., EMIS forces change in non-critical business practices) Environmental Department usually drives buy-in 3

4 What is EMS? Environmental Management System (EMS) Not just ISO A continual cycle of planning, implementing, reviewing, and improving the processes and actions that an organization undertakes to meet its environmental obligations What is EMS? (cont.) What are an organization s environmental obligations? Regulatory Requirements (permits, rules, etc.) Public protection Resource protection (conservation and pollution prevention) 4

5 What is EMS? (cont.) Components of an EMS include: Environmental policy Adequate resources Responsibilities and authorities (accountability) Training Documentation Operational controls System audits Management review What is EMS? (cont.) To be effective, must originate and have buy-in at executive level Executive management buy-in is key Results in trickle-down affect Crosses all functional boundaries and management line structures Who usually drives buy-in? Legal counsel, executive management, environmental dept. 5

6 EMIS vs. EMS The typical disconnect: Two different systems developed at different times and by different groups Different groups of core users Buy-in populations may not overlap significantly Buy-in driven from different groups Problem Statement (1 of 5) A large manufacturing plant was struggling to maintain and demonstrate compliance with air quality and other environmental regulations Had been issued several NOVs Facing large fines Required to implement an EMS Had become a compliance target 6

7 Problem Statement (2 of 5) The plant had attempted several fixes, but continued to be cited Increased the Environmental Department budget Added staff to cover all the bases Installed new monitoring equipment and safeguards Critical tasks still fell through the cracks Problem Statement (3 of 5) The company invested in an elaborate EMIS system Integrated with CEMS Web-based interface to enter data and track tasks Automated task reminder system Extensive reporting capabilities 7

8 Problem Statement (4 of 5) The EMIS was not used Users complained of the additional burden of data entry Users felt the system detracted from their primary line responsibilities Data entered was of questionable reliability Company was back to square 1 Problem Statement (5 of 5) The EMS was faltering Combination Lotus Notes/paper-based system Difficult to measure performance metrics Resource-intensive 8

9 The Analysis (1 of 5) For each compliance point, we examined and mapped existing: Data flow (acquisition through final documentation) Work flow Accountability points The Analysis (2 of 5) Examined project management structure Team structure Authority Accountability Managerial support 9

10 $ $ The Analysis (3 of 5) Examined the inner workings of the EMS and EMIS Degree of integration Not integrated. Separate tracking and recordkeeping methodologies. Groups of core users Used by different core groups Drivers and accountability Driven by different management groups. Accountability in the wrong places. The Analysis (4 of 5) $ Purchasing Manufacturing Environmental Dept. Management Regulatory Accountability Research & Development 10

11 $ $ The Analysis (5 of 5) Conclusions EMIS was implemented without proper input from affected parties and without consideration for the organizational work flow EMIS attempted to shape new culture EMS didn t reach down far enough Disconnect between their EMS and EMIS EMS had no teeth or buy-in Systems developed at different times and by different groups The Solution (1 of 4) $ Purchasing Manufacturing Environmental Dept. Management Regulatory Accountability Research & Development 11

12 The Solution (2 of 4) Start with the EMS Needs to be consistent/integrated with the culture Add metrics to performance reviews and tie to bonuses and raises Track key environmental indicators as part of annual/quarterly corporate reporting Introduce a formal environmental and EMS auditing program Integrate the EMIS to do parts of the critical task and data tracking The Solution (3 of 4) Fix the EMIS Revamp user interface to allow direct access to pertinent screens Provide handheld devices for remote data entry In other words, the EMIS should be designed around existing production work practices and work flows The EMIS should support the EMS program 12

13 The Solution (4 of 4) Bringing it all together The EMS should use the EMIS as one of its key components Integrate various aspects of the EMS into the EMIS Results in both becoming part of the culture Conclusion Plant was unable to get its arms around compliance issues The main problem was the disconnect between the company s EMS and the EMIS EMS didn t reach down through the ranks The EMIS was not seen as a critical tool for accomplishing EMS objectives Revamped vital EMS elements Policy Auditing Systematic compliance and accountability tool 13

14 Questions? 14

The SC Corp. ISO 31000:2018 Risk Management Checklist. conducted for. Conducted on 09 Nov :33 PM. Prepared by Michael de la Torre

The SC Corp. ISO 31000:2018 Risk Management Checklist. conducted for. Conducted on 09 Nov :33 PM. Prepared by Michael de la Torre ISO 31000:2018 Risk Management Checklist conducted for The SC Corp. Conducted on 09 Nov 2018 03:33 PM Prepared by Michael de la Torre Location 2050 Canal Ave, Long Beach, CA 90810, USA Completed on 09