ENVIRONMENTAL
MANAGEMENT
SYSTEMS .. 2
THINKING BIG
AT MADISON
PRECISION
PRODUCTS, INC... 5
LOUISIANA-PACIFIC
—GOING GREEN
COMPANY-WIDE. . 7
FEDERAL AGENCIES
COMMIT TO
EMSs .. 9
RESOURCES ..11
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WasteWise Update //
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Waste Wise Update
^ PLAN ^L
Identify environmental
aspects and establish goals
Environmental
Management Systems
Every organization, whether public or private,
large or small, has an impact on the
environment and an interest in
achieving good management
practices. That helps explain ^A
why a growing number of organizations
are using Environmental Management
Systems (EMSs) to achieve process,
resource, labor, and material efficiencies
that translate into meaningful environmen-
tal improvements, safer and healthier work-
places, and improved competitiveness. Many
WasteWise partners request information on EMSs
and guidance on how EMSs can be coordinated with
their WasteWise activities. At the same time, WasteWise has
heard from partners implementing their own EMSs with great results. This Update provides an
overview of EMSs and shares the lessons learned and best practices of some of our partners.
ACT
Review progress
and make
corrective actions
EMS
DO
Train employees
and establish
operational controls
CHECK
Monitor and
evaluate
progress
What Is an EMS?
An EMS is a formal set of policies and procedures that
define how an organization will evaluate, manage, and track
its environmental impacts. In practice, the specific structure
of EMSs can vary widely, but most EMSs follow a basic
"Plan-Do-Check-Act" model that facilitates cost-effective
environmental performance by defining and continuously
improving the processes and actions that an organization
undertakes to meet its business and environmental goals.
Typically, EMS development begins with a policy state-
ment that communicates an organization's environmental
priorities to employees, stockholders, and customers.
Management endorsement of the policy statement demon-
strates the organization's commitment to the effort and will-
ingness to allocate resources for implementation. Once a
policy statement is in place, the organization implements it
following the "Plan-Do-Check-Act" model, which facilitates
ongoing environmental improvement.
• Plan. During the "Plan" phase, an organization identifies
all of its environmental aspects—any environmental or
health and safety impacts resulting from its products,
activities, and services. The organization then evaluates
each aspect according to a variety of criteria (e.g., envi-
ronmental and health effects, economic impacts, liabili-
ties) to determine which should be treated as significant
The mention of any company, product, or process in this publication does not constitute or imply
endorsement by the U.S. Environmental Protection Agency.
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WasteWise Update
aspects. After establishing a complete list of significant
aspects, the organization sets its environmental goals and
develops a plan to achieve those goals.
Do. The "Do" phase of the model involves implementa-
tion of the environmental plan through employee train-
ing and establishment of operational controls. For an
EMS to be effective, each employee must be trained on
his or her role in addressing the significant aspects identi-
fied by the plan, and procedures must exist for orienting
new employees into the system. Operational controls are
procedures that provide direction for employees conduct-
ing specific activities, and can also include investments in
technologies that conserve resources or prevent pollution.
For example, if an organization makes paper reduction a
high priority, it might invest in duplex copiers to cut
down on paper waste.
Check. During the "Check" phase, an organi-
zation evaluates its progress toward meet-
ing its program goals through
ongoing monitoring and measuring
and periodic internal EMS
audits. The success of this
phase depends on the organi-
zation's ability to accurately
monitor and measure key
activities and track
progress by maintaining a
usable recordkeeping sys-
tem. Tracking environ-
mental progress allows
the organization to
quantify successful
components of its envi-
ronmental program and
identify areas that need
improvement.
Act. Finally, the "Act"
phase of an EMS involves
taking corrective action to
update and improve the envi-
ronmental plan. For example, if
an organization makes significant
progress on one environmental
aspect, another environmental aspect
might replace it on the priority list. The
process of reevaluating and developing proce-
dures to address the organization's most significant envi-
ronmental aspects brings the organization back to the
"Plan" stage of the process.
"A well-implemented EMS
ensures and improves regu-
latory compliance and envi-
ronmental performance;
increases efficiency;
enhances accountability;
reduces costs, risks, and
potential liability; and
enhances employee morale
and community relations."
—Office of the Federal
Environmental Executive]
Why Should My Organization
Adopt an EMS?
An EMS serves as an excellent tool for achieving cost-
effective environmental improvements through methods
spurred by an organization's initiative rather than govern-
ment regulation. In the United States, thousands of organi-
zations—large corporations, small businesses, local
governments, state and federal agencies, schools, and non-
profits—use EMSs to systematically manage their environ-
mental, health, and safety matters and produce a variety of
benefits, including:
• Improved environmental performance. An EMS
can help monitor energy and water conservation, resource
efficiencies, and pollution prevention. By tracking the
reductions in greenhouse gas (GHG) emissions that result
from these activities, an EMS helps demonstrate an
organization's commitment to reducing the
risk of climate change. Process improve-
ments that lead to resource conservation
and pollution prevention can also
translate into reduced purchasing
and disposal costs.
• Better regulatory com-
pliance. An EMS can increase
regulatory compliance, which
is especially important for
organizations that have spent
time and resources dealing
with regulatory violations.
By providing a way to sys-
tematically identify and track
environmental, health, and
safety problem areas, an EMS
enables employers to improve
workplace safety and correct
problems before they draw
enforcement actions. This
improvement can also help orga-
nizations obtain needed permits
and authorizations and reduce the
cost of insurance.
• Certification and recognition.
EMS implementation can enhance an organi-
zation's image and improve public and community
relations. As consumers place an increasing value on envi-
ronmental performance, they will favor organizations that
show a commitment to demonstrable environmental man-
agement. An effective EMS can also improve access to capi-
1 Source: Leading by Example: A Report to the President on Federal Energy and Environmental Management (2000-2001), Office of the
Federal Environmental Executive, December 2002.
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Waste Wise Update
Principles of an Effective E
For better environmental and overall organization
performance, an EMS should:
• Focus on continual improvement
• Serve the organization and its mission
• Receive top management support
• Remain dynamic and flexible
• Fit the culture of the organization
• Represent employees and their actions
• Establish employee awareness and involvement
tal by satisfying investor and lender criteria, and increase
sales by helping a company meet vendor certification crite-
ria. By reducing the risk of injury to workers through
process changes and additional training, employers can also
enhance recruitment and employee morale.
EMS Certification
EPA encourages organizations to use recognized EMS
frameworks to improve compliance, pollution prevention,
and other measures of environmental performance. Third-
party certification can also add credibility to an organization's
EMS. Several organizations offer certification programs,
including the American Chemistry Council, the American
Forest and Paper Association, the International Chamber
of Commerce, and the Coalition for Environmentally
Responsible Economies. The International Organization for
Standardization (ISO) developed the most widely recognized
EMS standard, ISO 14001, in 1996.
ISO 14001 establishes a rigorous management framework
by which an organization's impacts on the environment can
be systematically identified and reduced. It does not set
technical or performance standards. Instead, it prescribes the
EMS process embodied in the "Plan-Do-Check-Act" model.
In addition, ISO 14001 specifies management review after
the "Check" step. Management review requires an organiza-
tion's top managers to periodically review the EMS to ensure
its continuing suitability, adequacy, and effectiveness.
Although EPA does not favor (or endorse) any one EMS
model, ISO 14001 proves to be an effective approach as it is
an internationally recognized standard.
An organization can achieve ISO 14001 certification by
hiring an accredited, third-party auditor to evaluate its
EMS. To maintain this certification, the organization must
show continual improvement and invite a third-party audi-
tor back to review the EMS every 3 years. Obtaining ISO
14001 certification can be expensive, although the cost
depends on an organization's size, activities, and existing
environmental policies. To date, nearly 37,000 organiza-
tions around the world have achieved ISO 14001 certifica-
tion. In the United States alone, more than 1,600
organizations are ISO 14001 certified.
WasteWise Contributes
to EMS Success
With its emphasis on setting goals, assessing progress, and
evaluating results, WasteWise provides a "Plan-Do-Check-
Act" framework for solid waste reduction and resources to
help organizations accomplish each step of the process.
Through WasteWise, partners conduct waste assessments to
identify significant solid waste streams. Based on the waste
assessment results, they develop an action plan that includes
specific goals for waste prevention, recycling, and buying or
manufacturing recycled products. Annual monitoring and
reporting provides organizations with an opportunity to
evaluate the effectiveness of their waste reduction activities.
After 3 years, partners may review their programs and set
new goals. Through the WAste Reduction Model (WARM),
WasteWise helps partners calculate the GHG emissions
reductions resulting from their waste prevention and recy-
cling activities. For many organizations, GHG emissions
constitute a significant environmental aspect, and the
WARM model serves as a valuable tool for enhancing their
ability to track their emissions reductions.
d National
Environmental
PerformanceTrack
U.S. Environmental Protection Agency
Does Your Organization Use an EMS?
If so, consider applying for EPA recognition of your efforts through
the National Environmental Performance Track program.
www.epa.gov/performancetrack
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WasteWise Update
Thinking Big at Madison
Precision Products, Inc.
mall- and medium-sized businesses can face unique challenges in
developing an EMS. In particular, they often find it difficult to
dedicate the requisite personnel and resources to the effort.
Additionally, the level of documentation required for a certified
EMS can be daunting. At the same time, small size can help an
I
madison
precision
products, inc.
organization solicit employee input and support, facilitate collaboration, and build a sense of pride in
its environmental mission. Madison Precision Products, Inc. (MPP), an automotive parts manufac-
turer with 400 employees located in Madison, Indiana, is an example of a small business that over-
came limited resources to develop an EMS that successfully addresses numerous environmental aspects
and allows for constant improvement and expansion.
MPP offers four guiding principles for other small com
panics implementing an EMS or obtaining ISO certifica-
tion: educate yourself, make a plan, stick to it,
and keep it simple. This formula brought
the company great success with its
EMS. In 2000, MPP won both the
Indiana State Quality Improvement
Award and the U.S. Senate
Productivity Award—in part
because of its EMS. According
to Dennis Welch, who led the
company's ISO 14001 certifica-
tion, "The awards are great,
but I really think that the
biggest benefit is the position
we have gained in the commu-
nity. Our EMS is so successful
that we receive phone calls on
almost a weekly basis from others
wanting to emulate our system, and
we are always eager to help."
"Our EMS is so successful
that we receive phone
calls on almost a weekly
basis from others wanting
to emulate our system,
and we are always
eager to help."
—Dennis Welch, MPP
Getting Started
During the mid-1990s, MPP developed a limited EMS to
address environmental compliance issues. In 1999, MPP's
largest customer, Honda, directed its suppliers to become
ISO 14001 compliant. MPP expanded its EMS to meet the
requirement and also decided to strive towards official regis-
tration to the ISO 14001 standard. In May 1999, MPP com-
missioned Welch to spearhead the company's effort to
achieve ISO 14001 certification. MPP hired
Welch because of his knowledge of the ISO
9000 standards for quality management.
Before forming a steering committee to
develop an implementation plan,
Welch attended a 36-hour Registrar
Accreditation Board ISO 14001
lead auditor course. Using the
knowledge he gained in this
5-day course, Welch trained the
steering committee and an inter-
nal audit team. A variety of per-
sonnel participated in the steering
committee, including the vice
president of human resources, a
facility maintenance engineer, a con-
sultant, a machine shop manager, a
trim shop team leader, two maintenance
associates, and two production workers.
After assembling the steering committee,
MPP conducted a broad evaluation of its operations to
determine its principle environmental aspects and set goals
for improved performance. The company met many of its
initial targets. In addition to reducing air pollution emitted
by a cleaning process in its operations, MPP also installed an
advanced wastewater treatment system to reduce the dis-
charge of heavy metals, oils, and grease into the public water
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Waste Wise Update
treatment facility. MPP addresses targets it did not accom-
plish as part of its commitment—formalized in its EMS—to
continuously re-examine challenging areas and introduce new
environmental aspects.
Improving Efficiency
Although MPP did not initially target solid waste as an
environmental aspect, waste reduction now ranks among the
company's most significant achievements. In 2001, MPP sent
40 fewer tons of material to the landfill due to the goals out-
lined in its EMS and projects that it will send 70 fewer tons
in 2002. Besides recycling standard materials such as card-
board, paper, and aluminum cans, MPP collects used toner
cartridges and donates them to a local school. After establish-
ing the foundation of its recycling program, MPP shifted its
focus toward source reduction goals such as reducing printed
reports, utilizing electronic reports and communications, and
purchasing reusable shipping containers. The company credits
EPA's WasteWise and National Environmental Performance
Track programs with providing a constant infusion of new
ideas and an incentive for continual improvement.
Welch admits that, "Our biggest challenge concerned
manpower and making the system streamlined enough so
that we wouldn't spend a dollar to save a dime." MPP
addresses this ongoing challenge by providing incentives and
training to employees to empower them to support the EMS.
Incentives include channeling money saved through waste
reduction into charities and extra benefits for employees,
such as a holiday party and prizes for the company's safety
fair. Additionally, MPP reminds employees that helping the
company become more efficient results in better raises or
bonuses. MPP encourages managers to solicit employee input
on procedures related to the EMS. If employees contribute to
the decision-making process, they generally adopt procedures
more willingly. Finally, MPP constantly revises its training
program to educate its employees on the objectives and pro-
cedures of the EMS. On a monthly basis, Welch performs
ISO orientation with all new employees, explaining the
basics of an EMS and MPP's environmental policy. Team
leaders then provide training on the specific EMS documents
and procedures within each employee's department.
Although MPP began working toward ISO certification
in 1999, the company's entire process of developing a com-
prehensive EMS evolved through gradual steps over the
course of several years. Because an EMS can take a signifi-
cant amount of time to develop, small businesses might
need to start slowly by first establishing an environmental
policy statement and then establishing a tracking and mea-
surement system. With these steps complete, organizations
can proceed to identify environmental objectives and targets.
Building gradually, even a small organization can make a sig-
nificant impact on environmental quality.
Kodak and Climate Change: A Snapshot of Success
Eastman Kodak Company pledged to reduce its annual GHG emissions by 20 percent from 1 997 levels by the end ol
2003 as one of the primary goals of its EMS. Kodak pursues this climate change target, in part, through waste reduction
activities. Every stage of a product's life cycle—material acquisition, manufacturing, distribution, use, disposal, and decon
sition—affects GHG emission levels. Correspondingly, waste reduction activities that improve resource efficiency and mini-
mize waste disposal can lead to significant emissions reductions. Understanding this relationship, Kodak designed its EMS
address all aspects of its products' life cycles and support waste reduction activities, such as increased collection of dispos-
able cameras and reuse of coated photographic paper. Kodak has achieved great success with this effort—in 2001, the
company's waste reduction activities prevented 57,000 metric tons of carbon equivalent (MICE) from being created. This
amount is equivalent to taking 43,000 cars off the road for an entire year!
According to George Thomas, Kodak's pollution prevention program manager, "The monitoring portion of our EMS that
requires us to track our performance against our objectives is the most beneficial. What gets measured gets
done." Partners can track MTCE levels and GHG reductions with the WARM spreadsheet, which
every WasteWise partner receives after submitting an annual report. EPA developed the
WARM spreadsheet to help organizations calculate the quantity of GHGs prevented ^
through specific waste prevention and recycling activities. The spreadsheet cal-
culates climate benefits in the commonly used MTCE unit and in British
Thermal Units (BTUs).
All of Kodak's 29 major manufacturing sites are now ISO 14001 certified J
and committed to reducing GHG emissions. Kodak is already working on its
next set of EMS goals, due in 2004, which will again include measurable
GHG reductions. Thomas offers advice on successfully incorporating GHG
prevention into an EMS: "Keep it simple and use language to explain the EMS
that you would use to explain it to your family at the dinner table. Avoid as
much of the ISO, EMS, and GHG jargon as you can."
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WasteWise Update
Louisiana-Pacific
Going Green
Company-wid
ouisiana-Pacific Corporation (LP) is one
of the largest building products manufac-
turers in the United States. A WasteWise
partner since 1994, LP currently has an
EMS in place at nearly 80 percent of its facili-
ties and plans to incorporate an EMS into all of its manufacturing
facilities by 2003. For LP, implementing its EMS signified a complete re-invention of its corporate
thinking on environmental issues. The company's success makes it a model for how to establish a new
EMS and continuously improve environmental performance.
Problems Addressed
LP opened an oriented strand board (OSB) facility in
Olathe, Colorado, in 1984 to meet increasing product demand.
By the early 1990s, LP faced serious problems related to air
quality and pollution control. In need of an immediate solu-
tion, LP developed a pilot EMS, which grew out of the compa-
ny's Corporate Policy on Protection of the Environment. The
pilot EMS focused on analyzing the root causes of pollution,
ensuring proper use and maintenance of monitoring equip-
ment, and developing prompt corrective solutions, while con-
tinually improving environmental performance.
Soon after LP implemented its EMS, EPA held an
unscheduled 2-day inspection, during which the company
demonstrated substantial improvements in key areas, result-
ing in 100 percent compliance. The EPA inspector was
impressed by the employees' high level of environmental
awareness. With this success fresh in the company's mind, LP
implemented the EMS across the company. LP's expanded
EMS focuses on a broader scope of issues and addresses every
feature of the company's business—from production floors to
corporate offices. Similarly, LP incorporates all employees
into the EMS process to make environmental performance
standards a part of each employee's daily activities, and to
encourage employees to contribute their knowledge and
expertise to the company's environmental practices.
The Foundation for Success
LP successfully implemented an EMS by committing the
requisite personnel to the effort and developing and adher-
ing to a clear implementation process. LP's core environ-
mental management team includes corporate environmental
managers, plant environmental managers, business team
managers, and mill employees. In addition, each of LP's
more than 8,000 employees receives at least 2 hours of for-
mal environmental training.
LP's success also depends on the quality of its policies
and procedures. LP's EMS includes a company policy state-
ment, 17 corporate-level standard operating procedures
(SOPs), an average of 30 site-level SOPs, six major goals, an
environmental charter, an EMS manual, an environmental
handbook for employees, an environmental handbook for
managers, an EMS assessment tool, and several EMS tools
and resources on LP's Intranet site. While the amount of
personnel and materials committed to EMS implementa-
tion might seem overwhelming, LP found that a well-
designed system can be comprehensive, yet also simple and
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Waste Wise Update
8
effective. LP's EMS now plays a central role in the way it
does business and is leading to significant results, including
achievement of the company's waste reduction goals. In
2001, LP reported to WasteWise that it prevented nearly
3,000 tons of waste and recycled nearly 3 million tons of
materials—decreasing GHG emissions by more than
1,576,000 MTCE.
Two Steps to Continued Excellence:
Evaluate and Improve
LP analyzes and improves its efforts on an ongoing
basis. The company regularly conducts EMS self-
assessments at all facilities that have imple-
mented an EMS. In conjunction with the
self-assessments, the business team, plant
environmental managers, and project
managers conduct in-depth assess-
ments. In addition, the corporate
internal audit department conducts
audits to see how the individual
facilities are progressing, with 17
scheduled for 2002. Through the
audits, monthly reporting, and
other means of assessment, LP
tracks six major goals and reports
progress to all employees, senior
management, and the board of direc-
tors. Lee Kuhre, vice president of
environmental affairs, states that the
reports include data on the hours of
environmental training completed,
amount of waste disposed, number of
notices of violation, number of waste mini-
mization projects started, number of corrective
action plans completed, and amount of environ-
mental related cost savings.
The evaluations help LP improve its EMS to ensure that
the system appropriately reflects changes in the company
and new goals. LP also removes or adds EMS components
based on their success or usefulness. Kuhre explains, "For
example, we streamlined the plant environmental manager's
monthly report format to focus on the most relevant infor-
mation. We simplified the environmental policy statement
to improve comprehension and awareness. We are also in
the process of merging many of the pure EMS resources
with regulatory-focused documents."
LP strongly encourages all staff to propose new ideas and
share comments on the EMS and its implementation. Kuhre
notes, "We get many ideas from mill employees for improv-
ing the environment. For example, in 2002, we started
approximately 41 new waste minimization projects based on
ideas originating from mill site employees." LP encourages
communications between staff and the EMS teams through
its "We Want to Hear From You" program, company
newsletters, and the monthly environmental reports pre-
pared by the plant environmental managers. Most sugges-
tions focus on individual facilities, but LP also incorporates
a small number of company-wide proposals. Shannon
Tocchini, corporate environmental project manager, notes
that employees initiated the following projects:
• Donating boiler ash to farmers for soil amendment.
• Recycling polyester strapping waste.
• Donating/selling wood waste for biofuel and compost.
Recycling scrap steel.
• Recycling paper and cardboard.
• Reducing glue waste and wash water.
Recycling plastic bundle wrap and
packaging.
• Returning material that would
otherwise be waste back to the pro-
duction process.
• Reducing demolition material going
to landfills.
For Organizations
Considering
Implementing an EMS
Before implementing an EMS, organi-
zations should consider the time and com-
mitments required, as well as the need to
obtain company-wide support for initiating the
work. "Keep the EMS simple and practical," Kuhre
suggests. "Integrate it deeply into all parts of the organi-
zation. Obvious and ongoing top management support is
very important, as is continued communication and
awareness." Tocchini adds, "Set relevant goals, recognize
success, and track and report progress to maintain
momentum in the program."
According to Kuhre, the most difficult part about imple-
menting an EMS is "competing for employees' attention due
to heavy workloads." Even so, with dedication and determi-
nation, the process of implementing, evaluating, and contin-
ually improving an EMS can lead to great accomplishments.
Increasing efforts for environmental training, decreasing the
number of violations, and reducing landfilled waste represent
just a few ways in which an EMS helped LP become more
environmentally responsible. For further information on LP's
EMS, visit .
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WasteWise Update
Federal
Agencies
Commit to
EMSs
Executive Order (EO) 13148 requires all federal agencies
to implement EMSs by the end of 2005 at all applicable
facilities. On April 1, 2002, the Council on Environmental
Quality (CEQ) and the Office of Management and Budget
(OMB) sent a memorandum to the heads of all federal
agencies emphasizing the importance of developing EMSs.2
In addition, on June 27, 2002, OMB reminded federal
agencies to include resources for EMSs in their funding
requests for FY2004 budgets.3 More than 180 federal facili-
ties have already developed and are implementing EMSs,
and hundreds of other facilities are beginning the education
process critical to ensuring commitment to an EMS.
"Effective EMSs, where decision-makers integrate
environmental performance into daily business
decisions, improve awareness and assure compli-
ance with regulatory requirements, and can result
in significant cost savings at federal facilities. The
federal government must be a leader in using
this tool of effective management/'
—Mitchell E. Daniels, Director, OMB
& James L Connaughton, Chairman, CEQ
USPS Delivers Sustainability
Federal agencies can look to the U.S. Postal Service—
Northeast Area as a model for implementing an EMS.
Starting in 1995, the Northeast Area created two EMSs—one
for its 55 higher-risk process and distribution centers and
vehicle maintenance facilities, and one for its 3,150 post
offices—to make certain that every facility followed a
2 See and click on "EMS" for a copy of the
memorandum.
3 See Circular No. A-l 1, section 31 at .
San Diego Flourishes in EPKs Pi
In August 1997, EPA launched a 2-year pilot prograr
help local governments create EMSs. The program te
the benefits of an EMS in the areas of environmental
formance, compliance, pollution prevention, and stal
holder involvement. Final Report: The U.S. EPA
Environmental Management System Pilot Program for
Local Government Entities, published in January 2001
summarizes the results of this EPA initiative. The stud;
found that local government EMSs improved efficienc
and environmental awareness, but suffered from a la
of public acceptance and top-management involvem*
Due to the overall success in the initial pilot, EPA
launched a second pilot program in early 2000.
Currently, eight organizations around the country act as
Local Resource Centers, helping local, county, and state
ernments create EMSs to improve their overall environm
performance and compliance. To locate a Local Resourc
Center visit .
WasteWise partner, the City of San Diego, Californ
implemented a highly successful EMS through EPA's s
ond pilot program. Within 2 years of joining the pro-
gram, the city's Environmental Services Department's
Refuse Disposal Division became ISO 14001 certifiec
The department now looks to certify its other division;
and is currently creating an EMS Web site. Employee
port provided a strong base for the division's success-
workers helped design the system and now received
monthly refresher training on the EMS.
Through its EMS, the Refuse Disposal Division implen
ed innovative conservation measures, including using
more efficient groundwater contaminant sampling pn
dures to reduce purged groundwater by 94 percent; <
inating the use of drinking water for dust control;
increasing the quality of mulch and compost; and rec
ing vehicle exhaust emissions. According to Steven
Fontana, deputy environmental services director,
"Although spreading understanding of our EMS throu
out the entire organization was a unique challenge, v»
have seen significant environmental improvements. W
also experienced significant economic benefits, with
annual savings of $850,000."
"It takes firm commitment and support from upper m
agement," he said. "It's hard work, but the results are
worthwhile. It's the right thing to do."
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Waste Wise Update
10
Virginia Promotes Progress
Through its voluntary Virginia Environmental Excellence Program (VEEP), the Virginia
Department of Environmental Quality (DEQ) encourages Virginia-based organizations to devel- ENVITON^IF^TAL'QUAUTY
op EMSs and implement pollution prevention projects. VEEP was the central component of the
Virginia Innovations in Pollution Prevention initiative, a state program launched in 1999 to improve environmental quality and
reward innovation, leadership, and performance.
Virginia is one of several states that has developed technical assistance and recognition programs to promote EMSs. According
to Tom Griffin, a DEQ pollution prevention specialist, "EMSs—such as ISO 14001 and the chemical industry's Responsible Care®
standard1—provide a comprehensive framework for improving long-term environmental performance." Griffin adds, "These
types of EMSs are rapidly becoming industry standards for doing business. In the near future, organizations may find themselves
at an economic disadvantage if they do not have an EMS in place." Correspondingly, DEQ designed VEEP to encourage the
development of EMSs and provide a proactive approach to keep Virginia businesses competitive in the changing market.
VEEP provides for two classes of participation—the Environmental Enterprise (E2) designation for facilities that have made sub-
stantial progress in the development of their EMS and the Exemplary Environmental Enterprise (E3) designation for facilities with
a fully-implemented EMS. According to Griffin, "VEEP's dual classification system rewards organizations that already have an
EMS in place and provides assistance and guidance to companies that are just beginning to develop an EMS."
Organizations participating in VEEP must report annually and show continued improvement with their EMS to stay in the pro-
gram. To support participants' efforts, DEQ provides recognition, technical assistance, and regulatory flexibility in exchange for
actions that provide greater environmental protection than are provided through current practices. As of July 2002, 20 organi-
zations representing more than 100 facilities received E2 certification. In addition, 1 1 organizations received E3 certification,
and five more organizations are in the certification process.2
Leading By Example
DEQ is also implementing its own EMS at its headquarters, seven regional offices, and several environmental labs throughout tne
commonwealth. The EMS is designed to eventually meet the ISO 14001 standard and the Commonwealth's own E3 standard. To
ensure the integrity of E3 certification of its EMS, DEQ will require a peer group evaluation from companies who already meet the
E3 and/or ISO 14001 standards. "We are the first state regulatory agency to take this on, yet we are still relatively new to the con-
cept," says Griffin. DEQ has already received praise in publications from the Center for Energy and Environmental Management
and the Environmental Council of the States. Griffin expects DEQ to meet its goal of E3 certification by early on^°
id E3 organization
standard blueprint for achieving compliance and sustainabili-
ty. Since implementation in 1997, the Northeast Area regular-
ly updates and revamps its EMSs, checks their consistency
across all locations, and ensures that routine internal inspec-
tions are conducted, as well as less frequent third-party audits.
Continual improvement plays an integral role in Northeast
Area's EMS. According to Charlie Vidich, area environmental
compliance coordinator, "There is a tendency to rest on one's
accomplishments and that can be the first sign of slippage in
the EMS. The constant application of the auditing and train-
ing programs is the key to maintaining our EMS success."
Vidich found that the technical review processes of an
EMS occasionally detract from the energy needed to improve
the environmental attitudes of employees. His overall support
for the EMS, however, is bolstered by "a sense of accomplish-
ment and teamwork that comes from partnering with hun-
dreds of managers and thousands of employees and finding
that they understand our basic environmental objectives."
Vidich leaves future EMS creators with this advice: "An effec-
tive plan requires management commitment and support to
be successful. For that reason, we have found that a team-
based approach to EMS development is critical to full-scale
implementation of environmental programs and objectives."
EPA's EMS
To reap the benefits of an organized environmental plan,
EPA developed an EMS for its own facilities. Through its
EMS, EPA commits to improving its environmental perfor-
mance and complying with all regulatory requirements.
EPA's plan focuses on compliance, pollution prevention,
purchasing, and public outreach. Details of EPA's EMS can
be found online at .
For more guidance on developing an EMS and complying
with EO 13148, visit .
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11
WasteWise Update
e
r e
for Environmental Management Systems
Publications
The following EMS-related publications are
available online and through EPA's RCRA
Call Center, unless otherwise noted. To
order, call 800 424-9346 (or 800 553-
7672 TDD for the hearing impaired). In
Washington, DC, the number is 703 412-
9810 or TDD 703 412-3323. The RCRA
Call Center is open Monday through
Friday, from 9 a.m. to 6 p.m. EST.
Environmental Management
System Tools: A Reference
Guide
EPA300-B-02-072, 2007
Developed by an interagency work group,
the guide gives advice on how to assess
an organization's EMS. The assessment of
gaps and strengths can greatly assist in
building better EMSs.
Environmental Management
Systems: An Implementation
Guide for Small and Medium
Sized Organizations
www.epa.gov/owm/iso 7 400 7 /
wm046200.hfm
This common-sense guide, published by
NSF International with funding through a
cooperative agreement with EPA, is for
organizations interested in implementing
an EMS, using the basic "Plan-Do-
Check-Act" model. It includes a number
of updated examples, and is useful for
organizations of all sizes.
Final Report: The US. EPA
Environmental Management
System Pilot Program for
Local Government Entities
EPA832-R-00-003, 7996
www.epa.gov/owm/iso 7 400 7 /
emsrepor.pdf
This report documents the results of an
EPA-sponsored EMS pilot program to test
the applicability and benefit of an EMS for
local governments. The document pro-
vides information on EMS development
and implementation, average resource
commitments, benefits and barriers, and
sources of additional information.
Integrated Environmental
Management Systems
Implementation Guide
EPA744-R-00-077, 2000
www. epa. gov/oppf inf r/dfe/f oo/s/
iemsguide.hfm
This document provides simple, thor-
ough worksheets, examples, and step-
by-step guidance to help organizations
create and document their own
Integrated Environmental Management
Systems (lEMSs).
Integrated Environmental
Management Systems
Implementation Company
Manual Template for Small
Businesses
EPA744-R-00-072, 2000
www. epa. gov/oppf inf r/dfe/f oo/s/
iemsguide.hfm
This template offers an example of how
companies can effectively develop their
lEMSs when working with the above
manual. It contains tables and other
features that companies can customize
along with procedures and associated
formats for an IEMS.
Generic Protocol for
Conducting Environmental
Audits of Federal Facilities
EPA300-B-96-072B, 7996
www.epa.gov/comp/iance/
resources/pub/icafions/
incenfives/ems/genprofoco/3.pdf
A guide, developed jointly by EPA and the
Department of Energy, designed to help
federal agency managers who are consid-
ering adopting an EMS at a federal facility.
EPA Web Resources:
EPA Environmental
Management Systems
Resource Center
www.epa.gov/ems
This center provides EMS information and
resources, including research reports, best-
practice manuals, and EMS templates.
EPA Standards Network
http://es.epa.gov/partners/iso/
iso.html
This Web site provides an overview of
ISO and includes contacts and an online
request form for more information on
the subject.
(continued to back page)
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Waste Wise Update
12
EPKs Environmental
Management System
www.epa.gov/ems/policy/own.htm
View the outline of EPA's EMS, which focus-
es on compliance, pollution prevention,
purchasing, and public outreach.
EPKs National Environmental
Performance Track Program
www.epa.gov/performancetrack
Performance Track is a voluntary program
designed to recognize facilities that consis-
tently meet their legal requirements and
have implemented high-quality EMSs.
Other Web Resources:
International Organization
for Standardization (ISO)
www. iso. ch/iso/en/
isoon/ine.fronfpage
The ISO Web site provides a range of
information about the organization and its
standards, including press releases, news
bulletins, guidance documents, training
materials, a calendar of ISO-related
events, and contact information.
Local Government Environmental
Assistance Network
http://lgean.org
This network provides environmental man-
agement, planning, funding, and regula-
tory information for local government
officials, managers, and staff. It provides
contact information for eight national
resource centers that help local govern-
ments create EMSs.
EMS-Plus Environmental
Management Systems
Evaluation Tool
http://ems. rti. org
EMS-Plus helps organizations evaluate
individual EMSs based on comparing the
components the organization has included
to those currently known to promote envi-
ronmental improvement.
T
National Database on
Environmental Management
Systems (NDEMS)
http://ndems.cas.unc.edu
This site presents the research results of the
National Database on Environmental
Management Systems (NDEMS), including
studies on facilities that are implementing
EMSs. The site also provides access to
research papers, reports, protocols, and
databases produced by this study, as well as
other resources on EMSs.
The PEER Center
www.peercenfer.nef
The Public Entity Environmental
Management System Resource (PEER)
Center provides EMS guidance, tools, and
training. This Web site connects you with
real-life mentors, technical assistance, and
problem-solving strategies.
The ISO 14001 Guidance
Manual
www. ncedr. org/guides/iso. hf m
The National Center for Environmental
Decision-Making Research (NCEDMR)
developed this manual to assist organiza-
tions interested in developing an EMS
consistent with the ISO 14001 standard.
$> Printed on paper that contains at least
50 percent postconsumer fiber.
&EPA
United States
Environmental Protection Agency
(5306W)
Washington, DC 20460
EPA530-N-03-002
January 2003
Official Business
Penalty for Private Use $300
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