EMSs .. 9


              WasteWise Update   //



 Preserving Resources,
 Preventing Waste
                                s  /

Waste Wise Update
                                                    ^  PLAN  ^L
                                                       Identify environmental
                                                     aspects and establish goals

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.
Review progress
   and make
corrective actions
 Train employees
   and establish
operational controls
                                                           Monitor and
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.

                                                                                             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
  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.

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
        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.

                                                                          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
                                                                            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

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."

                                                                           WasteWise Update
 Going  Green
            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

Waste Wise Update
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
                    •  Returning material that would
                      otherwise be waste back to the pro-
                      duction process.
                     •  Reducing demolition material going
                       to landfills.

                     For Organizations


                   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 .

                                                                                          WasteWise Update
 Commit   to
   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

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."

Waste Wise Update
    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 .

                                                   WasteWise Update
                           r                e
           for   Environmental  Management  Systems
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
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 /
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 /
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/
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
EPA744-R-00-072, 2000
www. epa. gov/oppf inf r/dfe/f oo/s/
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
                                                                       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
                                                                     This center provides EMS information and
                                                                     resources, including research reports, best-
                                                                     practice manuals, and EMS templates.
                                                                     EPA Standards Network
                                                                     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)

 Waste Wise Update
 EPKs Environmental
 Management System
 View the outline of EPA's EMS, which focus-
 es on compliance, pollution prevention,
 purchasing, and public outreach.
 EPKs National  Environmental
 Performance Track Program
 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/
 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
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.

National Database on
Environmental Management
Systems (NDEMS)
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

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
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.
    United States
    Environmental Protection Agency
    Washington, DC 20460

    January 2003

    Official Business
    Penalty for Private Use $300
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