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Control Of Major Accident Hazards Regulations 1999 and amendments thereto, 2005
HSG 191 Emergency planning for major accidents. Control of Major Accident
Hazards Regulations 1999
Civil Contingencies Act 2004
emphasises the protection and conservation of the environment across land, air and water.
The BPEO procedure establishes, for a given set of objectives, the option that provides the
most benefits or the least damage to the environment, as a whole, at acceptable cost, in the
long term as well as in the short term.
The Report Stresses:
The EPA 1990 enshrined the concept of BPEO as the cornerstone of integrated pollution
control (IPC). For processes that are likely to release substances to more than one medium,
the Act sets the objective that 'best available technology not entailing excessive cost'
(BATNEEC) should be used 'for minimising the pollution that may be caused to the
environment taken as a whole, having regard to BPEO.'
BPEO involves the analysis of alternatives. The preferred option is that which minimises
harm to the environment as a whole, taking account of what is affordable and practicable.
That option will, for a given set of objectives, provide the most benefit (or least damage) to
the environment as a whole, at acceptable costs, in the long as well as the short term. The
concept recognises that in abating pollution, there are often environmental `trade offs` (e.g.
combating air emissions may create other wastes), which need to be considered when
establishing the most appropriate option to implement.
1.2 Best Available Techniques (BAT).
Defined as the most effective and advanced stage in the development of activities and their
methods of operation which indicates the practicable suitably of particular techniques for
providing the basis from emission limit values designed to prevent, and where that is not
practicable, generally to reduce the emissions and the impact on the environment as a
whole
This implies that BAT covers not only the technology used but also the way in which the
installation is operated, to ensure a high level of environmental protection as a whole. BAT
takes into account the balance between costs and environmental benefits; the greater the
environmental damage that can be prevented, the greater the cost for the techniques. It
seems to be halfway between practicable and reasonably practicable as understood in
Stage 2 Planning
Environmental policy (Clause 4.2)
Under the new standard, the policy must now be communicated to all persons working for, or
on behalf of the organisation.
Environmental Aspects and Significant Impacts (Clause 4.3.1)
Aspects under the new standard are required to be documented and must be taken into
Results of internal audits and evaluations of compliance with legal and other
requirements.
Outputs include continual improvement, and decisions and actions for necessary changes
to:
the policy;
objectives and targets;
any other element of the system.
Question 1.
The outcome of a systematic consultative and decision making procedure which emphasises
the protection and conservation of the environment across the land, air and water .. is the
definition of.......
Multiple Choice (HP)
Answer 1: Best Available Techniques (BAT)
Response 1:
Jump 1: This page
Answer 2: Best Practicable Environmental Option (BPEO)
Response 2:
Jump 2: Next page
Answer 3: Best Available Techniques Not Entailing Excessive Costs (BATNEEC)
Response 3:
Jump 3: This page
1.3 Risk Reduction Strategy.
Factors to be considered in Selection of the Best Solution for an Organisation Based
on Relevant Risk Data
The risk reduction strategy taken by an organisation will depend on numerous factors, but
will comprise both human and physical (or engineering) controls. Controls should aim,
where the organisation will be complying with the spirit of environmental law, for the
prevention of harm to the environment.
Control Strategies
Control strategies may be procedural or physical.
Some control strategies may be specifically imposed by legislation; others through more
general legislation or as part of EU and UK Government policy.
General Legislation
Fiscal Strategies
Fiscal strategies, including levies and taxes are frequently used as a control strategy.
Examples of this include Climate Change Levy, Landfill Tax and Fuel Tax.
Some control strategies are imposed by policy, both governmental and by companies.
The UK Environmental Policy
The UK environmental policy was first set out in its 1990 paper This Common Inheritance.
The UK policy is in accordance with the EU environmental policy and covers all the major
areas of environmental management, including commitments to the following:
reduce,
reuse,
recover and
responsibly dispose
introduced as part of a waste strategy under Section 92 of the Environment Act 1995. For
this reason, Recycling and Recovery targets were imposed under the Producer
Responsibility Obligations (Packaging Waste) Regulations 1997, amended 2005. This
means that companies are required by law to recycle to a certain degree and produce
documentary evidence that they have done so. Waste and Producer Responsibility are
covered in more detail later.
1.5 The Environment and Insurance.
Most environmental matters will normally be managed through a public liability insurance
policy. However, since 1991 these policies do not give cover for incidents unless they are
sudden and accidental. The ABI (Association of British Insurers) wording is:
This policy excludes all liability in respect of Pollution or Contamination other than caused
by a sudden, identifiable, unintended and unexpected incident, which takes place in its
entirety at a specific time and place during the Period of Insurance.
In practice, this means that pollution from leaking tanks or run-off from contaminated land
would not be covered by a general insurance policy. Further, many policies only cover third
party damages and do not cover own site clean-up, or regulatory authorities orders to clean
up rivers or third party land.
This means that work is required to ensure that these incidents do not occur and insurance
companies may also require or recommend controls to reduce the risk of incidents.
1.6 Policies.
Companies may also impose control strategies in the form of an Environmental Policy.
These policies should be backed up by management systems, appropriate control
procedures and associated information and training. Companies may further develop
specific policies to cover particular areas, such as policies on purchasing, transport or the
use or elimination of certain chemicals which are known to harm the environment, such as
CFCs (Chlorofluorocarbons).
Dependant on the circumstances, a combination of procedural and technical control
strategies will be necessary. Technical knowledge of the chemicals, machinery, etc. is
essential before embarking on a risk reduction strategy. In practice, a review or audit of the
process is necessary as a precursor to determining a control strategy. The subject of
reviews and audits is discussed later in the course.
Physical Controls
In the same way that physical controls can reduce the risk to operators and others in the
field of health and safety, so can they be used to protect the environment.
Here are some examples of physical controls:
Human Factors
Information, instruction, supervision and training are human strategies for controlling risk.
Providing adequate explanations is essential saying why something should be done,
rather than a straight instruction is usually the most successful.
1.7 Practical Measures for Risk Control.
Control strategies for environmental risks follow a similar pattern and approach to those for
health and safety risks. Any hazardous material released into the workplace may also
present a risk to the environment. As we have seen in the preceding sections, the
environment also presents additional problems due to individual surroundings and
sensitivities. However, there are broad strategies of approach to be considered.
In general, the following strategy should be adopted:
Elimination is where the substance used or the process can be stopped, shut down or an
Question 2.
The correct hierarchical order of the waste strategy is...
Multiple Choice (HP)
Answer 1: Re-use, recycle, reduce, recover
Response 1:
Jump 1: This page
Answer 2: Recover, re-use, recycle, reduce
Response 2:
Jump 2: This page
Answer 3: Reduce, re-use, recycle, recovery
Response 3:
Jump 3: Next page
Question 3.
Companies environmental policy should be backed up by management systems, appropriate
control procedures and associated information and training.
True/False (HP)
Answer 1: True
Response 1:
Jump 1: Next page
Answer 2: False
Response 2:
Jump 2: This page
2.0 Systems Approach to Environmental Risk Management.
Most organisations adopt a systematic approach to the management of their day-to-day
operations. Over the years, the different elements of such systems have become more
defined, and standardised approaches have been developed to help organisations to
manage certain functions, for example quality.
In the early 1990s, work was initiated by the British Standards Institution (BSI) to develop an
EMS specification which was first published as BS 7750 (BSI, 1992). National EMS
standards were also published in Spain and Ireland.
At around the same time, the European Commission was developing the Ecomanagement
and Audit Scheme (EMAS), which was similar to BS 7750, but included some additional
requirements. The requirements of EMAS were published as Council Regulation 1836/93 in
1993 (EC, 1993).
Following publication of BS 7750, the International Organisation for Standardisation (ISO)
developed ISO 14001 Environmental Management Systems Specification and
Guidance for Use (ISO, 2004).
Its adoption as a European Standard by the European Committee for Standardisation (CEN)
meant that in Europe, all similar national standards were required to be withdrawn.
More recently, a new British Standard, BS 8555 for the phased implementation of
Environmental Management Systems has been published (BSI, 2003). It provides a
staged way for organisations to implement an EMS and achieve accredited certification to
ISO 14001 and registration to EMAS; it is primarily (but not exclusively) aimed at small and
medium sized enterprises.
Any organisation that has more than a few employees needs to have management systems
in place in order to conduct its affairs rationally. The ISO 14000 set of standards and
guidelines defines a core environmental management system and the auditing procedures
necessary for verification. Accompanying the standards is material that defines how
conformity to the standards will be assessed. ISO 14000 standards do not define the specific
environmental performance goals that an organisation should attain. These are left to the
organisation itself.
The international business community has been at the forefront of the development of the
ISO 14000 series of standards and has sought to develop standards for environmental
management that are compatible with those previously developed in ISO for quality
management (the ISO 9000 series).
If a standard for the environmental management systems were to be accepted by the
business community, it must be compatible with ISO 9001. The two standards (ISO 14001
and ISO 9001) show great compatibility as regards the management systems principles:
plan, do, check, act.
The Denning circle, as these principles are so called, basically ensures good control of
critical business activities according to plan, check whether the predetermined requirements
Explicitly excluded from this scope are the setting of environmental performance levels, the
standardisation of products, setting limit values regarding pollutants and effluents and test
methods for pollutants (because they are dealt with by other technical committees).
ISO 14000 series will not interfere with any national environmental legislation, but should
aim to control their environmental aspects and improve their environmental performance.
Of central importance in the ISO 14000 series are the environmental management system
standards ISO 14001 and ISO 14004.
CORE REQUIREMENTS - ISO 14001
ISO 14001 is the most widely used EMS standard, and is one of a broad range of
environmental management standards in the ISO 14000 series.
A revised edition of ISO 14001 has been published. An EMS is defined in the revision to the
standard (ISO, 2004) as:
'Part of an organisation's management system used to develop and implement its
environmental policy and manage its environmental aspects'.
Note 1 to the definition states, 'A management system is a set of interrelated elements used
to establish policy and objectives and to achieve those objectives'.
Note 2 states 'A management system includes organisational structure, planning activities,
responsibilities, practices, procedures, processes and resources'.
ISO 14001 provides an organisation's management with a structured framework for
identifying, evaluating, managing and improving its environmental performance. The 14000
family of EMS standards uses the term 'organisation' to describe the entity that falls within
the scope of an EMS . 'Organisation' is defined as 'company, corporation, firm, enterprise,
authority or institution, or part or combination thereof, whether incorporated or not, public or
private, that has its own functions and administration'. This gives a great deal of flexibility
over where the boundaries of the EMS can be set.
A proactive approach to environmental management, implementing an Environmental
Management System (EMS) enables companies to reduce their risks and liabilities, whilst
enhancing their corporate image with the public, customers and investors. The elements
required for an EMS are embodied in environmental quality standards BS 7750 or more
probably ISO 14001.
2.2 ISO 14001.
This standard specifies the requirements for an environmental management system ( EMS )
against which an organisation may be certified by a third party. This includes:
1. The development of an environmental policy.
2. Identification of environmental aspects.
3. Establishment of relevant legal and regulatory requirements.
4. Development of environmental objectives and targets.
5. Implementation of an Environmental Management System (EMS) including training,
documentation, operational control and emergency preparedness and response.
6. Monitoring and measurement of operational activities, including record keeping.
7. EMS audit procedures.
8. Management review of an EMS to determine its continuing suitability, adequacy and
effectiveness.
2.3 The Development of an Environmental Policy.
An organisation should define its environmental policy. The Environmental Policy is the
documented statement of commitment from top management. This policy sets the overall
EMS intentions of the organisation and contains a commitment to prevention of pollution and
to continuous improvement.
Each Environmental Policy is unique to an organisation, is communicated to all employees
and is made available to the public. This Policy is the starting point for setting the
organisation's EMS objectives and targets. It must be:
Question 4.
Which of the ISO standards was developed for Environmental Management systems?
Multiple Choice (HP)
Answer 1: ISO 900
Response 1:
Jump 1: This page
Answer 2: ISO 1300
Response 2:
Jump 2: This page
Answer 3: ISO 1400
Response 3:
Jump 3: Next page
2.4 Planning & Identification of Environmental Aspects & Impacts.
An organisation should formulate a plan to fulfil its environmental policy.
At the stage where the requirements which an organisation must meet are determined,
objectives and targets are set and a programme to achieve the targets and objectives is
developed.
Environmental Aspects
Environmental aspect: Element of an organisation's activities, products or services which
can interact with the environment. A significant environmental aspect can have a significant
environmental impact.
Environmental impact: Any change to the environment, whether adverse or beneficial, wholly
or partially resulting from an organisation's activities, products or services.
An organisation needs to review their operations, activities, products and services to identify
which may have an interaction with the environment. This identification of the environmental
aspects includes those which occur during normal business operations, abnormal conditions,
incidents and future activities. When the aspects are identified, the organisation needs to
determine which aspects have, or can have, a significant impact on the environment. The
key points are:
1. What are the environmental aspects of the organisation's activities, products and
services?
2. Do they create any significant environmental impacts?
3. Is there a procedure for evaluating impacts of new projects?
4. Does the location demand special consideration?
5. How will changes affect aspects and impacts?
6. How significant or severe are potential environmental impacts should a process
failure occur?
7. How often could a scenario lead to the impact?
8. What are the significant aspects considering impacts, likelihood, severity and
frequency?
9. Are the significant environmental impacts local, regional or global in scale?
The organisation should:
Step 1 select activity or process - large enough for examination, small enough to be
understood.
Step 2 identify aspects - as many as possible.
Step 3 identify impacts - as many as possible, actual or potential, positive and
negative.
Step 4 evaluate significance of impacts.
A key element of an EMS is the process of identifying and evaluating the organisation's
impacts on the environment, and its activities, products and services that cause them
environmental impacts may be positive or negative, beneficial or adverse. They are referred
to as 'environmental aspects' in ISO 14001. The evaluation is important as it ensures that
the EMS is focused on the environmental issues that really matter (those that are most
significant) and that resources and management time are concentrated on controlling and
improving them.
The identification of significant environmental aspects needs to take account of the
legislative, regulatory and other environmental requirements that affect the organisation.
These may be pollution control permits, laws and regulations relating to the disposal of
determine the impacts the organisation has on the environment and which of them
are significant;
understand which of its activities, products and services cause the significant
impacts;
know which of its activities, products and services are covered by environmental
legislation and regulations, whether it is complying with them and whether this can be
sustained on an ongoing basis;
know the extent to which it is controlling its significant environmental aspects and
whether effective controls are already in place; and
be in a position to develop objectives and targets for environmental improvement and
implement additional operational controls where they are necessary.
An easy way to get started on the environmental review is to map out the boundaries of the
EMS and highlight areas where there are environmental considerations. These could include
internal and external drainage plans, chemical storage points, location of waste skips,
chimney stacks from boilers and the nearest neighbours. Alternatively, if the EMS doesn't
lend itself to being identified on a map (this is particularly the case for service organisations),
a process flow diagram highlighting inputs and outputs might be more appropriate.
The EMS should address your direct and indirect environmental aspects. Direct aspects are
those caused as a direct result of the organisation's operations, whereas indirect aspects are
those over which the organisation has influence, but no direct control. Examples of
environmental aspects include:
emissions to air;
releases to water;
disposal of waste and contamination of land;
use of energy, raw materials and natural resources;
land use and habitat loss;
disposal of the organisation's products by customers; and
environmental performance of contractors and suppliers.
Consideration should be given to impacts caused during normal and abnormal operating
conditions and periods of maintenance and shutdown, and to significant environmental
impacts that could occur during emergencies. Once impacts have been identified, their
significance should be evaluated.
Question 5.
The company environmental policy is
It is important that the criteria for evaluating significance are clearly defined and that the
procedure and outcome are capable of being replicated by someone else. Some
organisations develop risk matrices to help them evaluate the significance of an environmental impact and to prioritise its relative importance; however, care should be taken to
ensure that all significant impacts are identified and that there is a robust means of allocating
the scores.
2.6 Establishment of Relevant Legal & Regulatory Requirements.
The organisation must identify and have access to legal and other requirements which apply
to the organisation's environmental aspects.
Development of environmental objectives and targets.
The results of the environmental review and the evaluation of the significance of the
environmental impacts are used to identify operational control measures and to set
objectives and targets for environmental improvement. Objectives and targets need to relate
to the organisation's environmental policy and its environmental aspects. All significant
environmental aspects will require operational controls to ensure that actions are carried out
as planned and some of them will require objectives and targets for improvement, within the
EMS .
Objectives are broad-based environmental goals that the organisation sets itself for
environmental management and improvement. They may relate to a specific environmental
issue, for example:
to reduce the overall amount of solid waste produced over the next five years by 25
per cent; or
to manage issues that will help to deliver the policy for example to ensure that all
employees receive appropriate environmental training by the end of the financial
year.
Targets are detailed performance requirements that need to be met in order to achieve the
objectives. A number of targets might be required to achieve a particular objective. In some
cases, objectives and targets might relate to the need for further research and analysis on
how to achieve improvements. Where possible, objectives and targets should be SMART
specific,
measurable,
achievable,
relevant and
time related.
This will help to track progress and ensure that achievements are being realised.
The environmental programme turns the environmental objectives and targets into practical
actions that can be taken to improve the organisation's environmental performance. The
programme should identify individual responsibilities and the means to achieve the defined
objectives and targets within the specified time scales. It should translate the commitment to
continual environmental improvement set out in the environmental policy into practical
actions.
2.7 Implementation of an Environmental Management System (EMS).
The organisation's management will need to assign tasks to people so that everyone knows
what has to be done. It is vital, if the system is to operate effectively, to know who does
what, how, when and with what authority.
Whatever the size of the organisation, the activities of all employees will have an impact on
the environment. Directly or indirectly, significant or small, everyone can contribute positively
by innovating with new ideas, changing behaviour and involving other people.
This will require information, training and the development of new skills. Different people in
the organisation will need different types and levels of training: some will require general
environmental awareness training; others training as auditors; the design team might need
training on how to integrate environmental considerations into new product designs. The key
is to make sure that people are given the knowledge and skills to fulfil their roles in the EMS
and to be able to achieve the environmental targets and objectives for which they have been
assigned responsibility.
Roles, responsibilities and authorities of personnel whose activities have, or may have, an
impact (directly or indirectly) on the environment need to be defined, documented and
communicated throughout the organisation. The organisation must provide adequate
The organisation needs to identify its potential for accidents and emergency situations. The
organisation must have procedures for the appropriate response to accidents and
emergency situations which include the prevention and mitigation associated with the
environmental impact. Emergency plans and procedures need to be developed,
communicated and tested to help the organisation in ensuring that any unexpected incidents
are effectively and efficiently responded to by internal and external personnel.
An EMS relies on good communications for it to be effective. Internal communication needs
to ensure that people are kept up to date with how progress is being made against
environmental objectives and targets, and that they are able to influence the development of
the EMS and environmental improvement programmes. External communications help to
ensure that stakeholders are kept informed of the organisation's progress and can be
engaged in the improvement process.
The EMS must be documented and procedures need to be established to ensure that
everyone knows how the system operates and what is required. Documents should be kept
up to date and controlled so that only the most recent versions are available for use.
Procedures should be established to ensure that activities are carried out in the appropriate
manner.
ISO 14001 doesn't require extensive documentation. Long narrative procedures may be
required in some circumstances, but a flow diagram might be equally effective in ensuring
that a task is carried out properly. Wherever possible, organisations should build on existing
systems and integrate environmental issues into them, rather than developing them
separately.
Question 6.
For the Environmental Management System (EMS) to operate effectively it is vital to assign
tasks to people so that everyone knows who does what, how, when and with what authority..
True/False (HP)
Answer 1: True
Response 1:
Jump 1: Next page
Answer 2: False
Response 2:
Jump 2: This page
2.8 Monitoring & Measurement of Operational Activities, Including Record Keeping.
Information on the environmental performance of the organisation is essential if it is to track
progress against its environmental objectives and targets. Without reliable and robust data, it
cannot be sure that it is in control of its environmental performance, or that performance is
improving as intended.
In many cases, the organisation will already be carrying out measuring and monitoring
activities, for example as a requirement of a pollution control licence, and should build on
these in its EMS.
One of the important requirements in ISO 14001 is for organisations to carry out a periodic
evaluation of legal compliance. This is a key task, which will help to inform the organisation
on its performance against environmental laws and regulations and provide information on
whether it is adhering to its environmental policy. The frequency with which the organisation
carries out the periodic evaluation should depend on the potential environmental impacts of
the activity, with the most significant being checked more often than those of lesser
importance. However, it is advisable to ensure that compliance checks are carried out at
least on an annual basis.
2.9 EMS Audit Procedures.
Auditing helps to determine whether the planned elements of the EMS are being
implemented as intended and that the EMS is functioning as planned. It also provides
information to management on the overall performance of the system.
A Management review of an EMS is undertaken to determine its continuing suitability,
adequacy and effectiveness.
The EMS operates as a cyclical process of identifying, improving and checking. Periodic
reviews by management ensure that the EMS is achieving the desired outcomes and that
the environmental policy is being implemented. It will also provide a means for management
to review the organisation's environmental performance trends to ensure that performance is
being improved.
2.10 EMS Certification & Accreditation.
Organisations may decide to have an external body confirm that their EMS meets the
requirements of ISO 14001; this is known as certification. Certification is not mandatory ISO 14001 does allow organisations to self-declare that they have met all of the
requirements of the standard. However, there are a number of benefits that can be gained
by an organisation having its EMS externally certified, including:
practical examples of issues an organisation will need to ensure that they have
addressed in the design of the EMS, including guidance on how to identify the
environmental aspects associated with their activities, products and services;
support tools needed to ensure that the environmental management system meets
the requirements of the organisation, is properly implemented and that the desired
outcomes are achieved.
19011:2002
Guidelines
for
environmental
auditing
General
principles.
Identify and correct problems internally before they are discovered externally.
Will cut down on ''bureaucracy'' by eliminating conflicting national standards and
replace them with one internationally accepted standard.
Provide efficiency, discipline and operational integration with ISO 9000.
Ensures greater employee involvement in business operations.
Easier to obtain operational permits and authorisations.
Aid in developing and transferring technology.
Will help to reduce pollution.
Meet industry peer pressure to obtain registration.
Create a benchmark of current practices with consistent methodology.
Aids in creating a high-quality workforce.
Provide evidence of due diligence.
Marketing
Financial
Improves relationship with insurance companies resulting in obtaining pollutionincident coverage at best possible rates.
Elimination of costs associated with meeting conflicting national standards.
Process cost savings by reduction of input materials and energy.
Satisfying investor/shareholder criteria.
Help to reduce liability and risk.
Improved access to capital.
Regulatory
Reduction
or
elimination
of
compliance
audits.
- Reduction or elimination of costs associated with compliance audits.
- Recognition of due diligence - reduction or elimination of fines associated with
environmental
violations.
Preferred
government
supplier
status.
Reduced
monitoring
and
reporting
requirements.
- Faster track for authorisation/consents etc.
Certification Benefits
regulator will have greater confidence in a company with ISO 14000 over one without.
There is also value in a systems approach. Addressing environmental problems on an issue
basis may produce unexpected outcomes. It is also more difficult for a business to
incorporate single issues into a business strategy. A response to a single issue is too likely
to become a cost rather than an investment. When an organisation systematically reviews all
of its environmental aspects and impacts and integrates this understanding into its business
planning process it is more likely to have an affect on what and how things are done. It has
the chance of becoming part of the culture, not merely another irritant.
2.15 EMAS Eco-Management & Audit Scheme.
The Eco-management and Audit Scheme (EMAS) is a voluntary initiative designed to
improve organisations' environmental performance. It was initially established by European
Regulation 1836/93 (EC, 1993) although this has been replaced by Council Regulation
761/01 (EU, 2001).
The scheme is open to any type of organisation from any economic sector. EMAS uses the
same definition of 'organisation as ISO 14001. The scheme applies in the European Union
(EU); but at the time of writing, the EU is considering allowing organisations from anywhere
in the world to participate. Participation in EMAS is voluntary.
The overall aim of EMAS is to recognise and reward those organisations that go beyond
minimum legal compliance and continually improve their environmental performance. In
addition, it is a requirement of the scheme that participating organisations regularly produce
a public environmental statement that reports on their environmental performance. It is this
voluntary publication of environmental information, whose accuracy and reliability has been
independently checked by an environmental verifier, that gives EMAS and participating
organisations enhanced credibility and recognition.
Participating organisations are required to implement an EMS that meets the requirements
of ISO 14001. In addition, they are required to ensure that:
they comply with legal requirements as a minimum and demonstrate the ability to do
so on an ongoing basis;
the organisation's environmental performance improves over time;
dialogue takes place with interested parties over their environmental performance,
and they publish a publicly available environmental statement; and
employees are involved in the process of continual improvement of environmental
performance.
To ensure that the scheme's requirements have been met, organisations are required to
have their EMS verified by an independently accredited environmental verifier. The verifier is
required to validate the reliability, credibility and correctness of the data and information in
the environmental statement, and the environmental statement must include the following:
The organisation is then required to apply for registration. The application must be made to
the organisation that deals with EMAS registrations in their particular member state, known
as the competent body. In the UK, the competent body is the Institute of Environmental
Management and Assessment (IEMA, 2004).
The competent body will check that the application is complete and consult with the
environmental regulators to ensure that the organisation is complying with relevant laws and
regulations. Provided that these checks are satisfactory, the organisation will be added onto
the
register.
The
EU
EMAS
register
can
be
found
at
http://ec.europa.eu/environment/emas/index_en.htm
Registered organisations may use EMAS logos to promote their achievements and their
participation in the scheme. The two versions of the logo are shown in Figure below. Version
1 indicates that the organisation is registered whereas version 2 indicates that the
information associated with the logo has been independently validated.
Auditing helps determine whether the planned elements of the Environmental Management
System are being implemented as intended and whether the system is functioning as
planned?
True/False (HP)
Answer 1: True
Response 1:
Jump 1: Next page
Answer 2: False
Response 2:
Jump 2: This page
Question 8.
Certification to ensure your Environmental Management System meets the requirement of
ISO 14001 is mandatory
True/False (HP)
Answer 1: True
Response 1:
Jump 1: This page
Answer 2: False
Response 2:
Jump 2: Next page
3.0 Emergency Planning Introduction.
Whilst emergency planning is a requirement of an EMS, it is also a necessity under certain
legislation, such as an Authorisation under EPA 1990 or a Permit under the Pollution
Prevention and Control Regulations 2000, where certain conditions require preparations
to be made in the case of emergency conditions arising.
Once again, an analysis of the risks should be carried out. A source-pathway-target analysis
should identify the pathways and targets. Appropriate emergency procedures and equipment
should then be put in place to reduce the risk to a condition which is as low as practicable.
The amount (and cost) of risk reduction measures will depend on the potential damage that
could be done if the substances escaped, and the sensitivity of the receptor.
Emergency plans can vary from complex off- and on-site plans involving the local authority
and emergency services, evacuation procedures and closure of roads and railways, to a
small number of local procedures and spillage kits to cover the spillage of a low risk
chemical in a low risk situation.
The former scenario would be a requirement of the COMAH (Amendment) Regulations
2005. Such sites will have an emergency officer, with a dedicated control room,
meteorological information, drain plans, road plans, etc. and usually a media communication
officer. It is always prudent to practice emergency procedures, and most companies will
have invited the emergency services (particularly the Fire and Rescue services) to the site
as part of the planning process. Having an inventory of the chemicals in use on the site and
information concerning services (electricity, gas, water, etc.) is essential.
Disposal of Fire Water
Fire water can pose particular pollution problems. It has the potential to be contaminated
with a mixture of combustion products, chemicals and possibly fire fighting foams, all of
which can do harm to surface waters or sewage systems. Polluting a water course or the
sewage system may be an offence, even if there was an emergency situation prevailing. It is
therefore preferable to consider the disposal of fire water prior to the emergency situation.
Possible solutions include sacrificial areas, retention tanks and containment bunds.
The Environment Agency issues a number of advisory leaflets called Pollution Prevention
Guidelines, to explain best practice in this and other related subjects (they can be found at:
http://www.netregs.gov.uk/netregs/links/63875.aspx). This subject will be explored later. Fire
water is discussed in Planning Policy Guidance 18: Enforcing Planning Control.
3.1 Emergency Planning.
An inherent part of planning is to ensure that personnel who may be involved in a site
emergency incident fully understand their own role, and appreciate the roles of others, in
dealing with it.
Categorising the Incident
A primary consideration is the means by which people are warned that an emergency has
occurred. This may involve bells, sirens, horns etc. but the alarm must be audible to
everyone likely to be affected; everyone must know what it means and what action to take.
On a small site, an emergency will affect the complete site. Hence a common warning
system is required to alert everybody. However, an occupier of a very large site, with
possibly several independent units, would not wish to close the whole site as a result of an
emergency that may possibly be contained in one part of a complex. A two-tier warning
system is then required, a local warning and a warning to the whole complex.
Pre-planning should include a system for categorising the incident. This needs to be
achieved quickly by someone in authority who is always available on site. There are four
typical categories, namely 'Minor Incident' or Categories 1 to 3.
Minor Incident
A 'Minor Incident' is an emergency which can be dealt with fairly effectively and quickly by
personnel on the spot using the emergency equipment on hand, e.g. fire extinguisher. The
situation can be dealt with by the work force, and possibly the Works Fire Brigade, fairly
quickly. It is fairly localised so that no other units are affected.
Category 1 - Incident
This is an incident requiring additional resources, but which can still be dealt with
successfully by the site operator and internal fire brigade. However, whilst tackling it some
thought needs to be given to whether, and when, the public emergency service should be
notified.
A Category 1 incident could escalate and the personnel on site may need assistance quickly.
If the total site forces are at full capacity dealing with a protracted incident then back-up
resources may be needed. Since there can be no guarantee that a second incident will not
occur, it is prudent to guard against this even though the first incident is only of Category 1.
Category 2 - Incident
This is one which is clearly recognisable from the outset as being beyond the capability of
the forces to hand. A message would therefore be sent to the Emergency Services informing
them of a 'Category 2 incident' at the specific location. By virtue of good pre-planning, the
resources sent in response will have be pre-determined, e.g. the number of fire appliances,
ambulances, police etc.
Category 3 - Incident
This is an emergency of major proportions. It may have escalated from a lower category
incident or arise instantaneously, e.g. due to a confined or unconfined vapour cloud
explosion. Good pre-planning will again have pre-determined the response from the
Emergency Services. Extensive evacuation of the general public may have to be initiated.
Following the Three Mile Island nuclear power plant accident in 1979, the Commission setup to enquire into it were concerned by the highly uneven quality of emergency plans and by
the problems created by multiple jurisdictions in an emergency.
Emergency plans generally rely upon prompt action at local level to inflate a needed
evacuation or to take other protective action, whereas there was an almost total lack of
detailed plans in the local communities around Three Mile Island (see below).
3.2 Three Mile Island.
An explosion took place, which involved a pressurised water nuclear reactor. In this type of
reactor, heat is removed from the core by a pressurised water circuit via a heat exchanger.
The boiling water in the secondary circuit is used to drive a steam turbine. The radioactive
parts are enclosed in a containment building.
A fault occurred in the secondary steam circuit, which resulted in the steam turbine tripping
out. It had the effect of preventing heat removal from the reactor core. The heat produced in
the core was stopped automatically by the lowering of absorption rods. This reduction was
not instantaneous, so some heat was still generated by radioactive decay and the primary
water boiled. This is not a serious fault. A relief valve lifted and the make-up water pumps
operated automatically to replace water, which had evaporated. The relief valve stuck open,
but the control room light indicated that it was closed. The operators should have realised
what was actually happening by comparison with other readings. The actual situation was
that the valve was open and the primary water was boiling, but the pumps were replacing the
water. If the operators had done nothing, the system would have cooled naturally and safely.
However, they shut down the pumps because they had been warned of the danger of too
much water in the primary circuit. The water level fell and temperature damage occurred,
resulting in the release of radioactive material when the containment closure ruptured. A
major factor was that the operators did not understand the relationship between pressure
and temperature in the primary circuit. The boiling point of water depends upon the pressure,
Hence pre-planning includes preparation of a 'call-in list' with the proviso that 90% of
personnel will respond when called.
A specific person on-site will have been designated to do the 'calling in'. A large organisation
will probably have an on-going Communications Control Centre, with adequate
communications equipment, from which a Communications Co-ordinator can function. In a
smaller factory, someone in the Security Office may have this responsibility. In any event, a
dedicated telephone - which is ex-Directory and which has a number known only to the few
people required to respond to a call-out - is essential since the main switchboard is likely to
be overloaded by incoming calls.
Responsibilities/pre-planning
When the nucleus of personnel with a pre-planned function in the emergency operation
arrive on site, it is crucial that each person understands clearly - and is well practised in - the
function that they have to perform.
One person e.g. a Duty Manager, Shift Manager or Shift Superintendent will have
responsibility for responding immediately to an incident and for taking charge. The priorities
will be:
Accounting for people can be very difficult, especially if large numbers of contractors
personnel are on-site, hence the advantage of site logging-in procedures at all times.
Instructions should also be posted in each workplace, stating:
Managing an emergency effectively relies heavily upon serious pre-planning. This will cover
for example:
procedures for the rapid assessment of the likely consequences in the event of e.g.
loss of containment of a hazardous material (e.g. to identify the nature and quantity
of material lost, to check wind direction, to determine probable areas to be affected
from a map, and the likely population density threatened and environmental impact)
provision of sets of process manuals, flowsheets, plot plans etc. ready for immediate
use
lists of mechanical equipment available e.g. diggers, cranes, lifting equipment, and of
emergency supplies e.g. sand, wood.
3.4 Provision of Action Lists, Lists of Emergency Contacts.
an IMS offers the prospect of more rewarding career opportunities for specialists in
each discipline;
the objectives and processes of management systems are essentially the same.
The Institution believes that the principal factors that favour the retention of largely
independent systems are:
Furthermore, uncertainties regarding the meaning of key terms - already a problem in OSH would be exacerbated in an IMS; an IMS could become over-centralised and over-complex
without the capacity to give sufficient consideration of local needs and constraints. Already,
many employers and employees are sceptical of the excessive bureaucracy of existing
management systems.
The time during which an organisation is planning and implementing an integrated system is
a period of organisational vulnerability. Existing procedures may lapse, or be found wanting,
at the moment when key personnel are focusing attention on the development of new
systems.
System requirements may vary across the topics covered, e.g. an organisation may require
a simple quality system but a more complex OSH or IMS could introduce unreasonable
environmental performance systems.
Bureaucracy into, in this case, quality management.
There may be distortions in IMS coherence associated with: (i) BS EN ISO environmental
performance and quality standards. These are certifications but the BS Guide to
occupational health and safety management is not. It is important to understand that a welldesigned IMS should be able to overcome many of the problems listed here. Organisations
should recognise that the case for retaining largely independent systems is partly that the
process of creating an effective IMS is difficult, and partly that an IMS, however welldesigned, may be irrevocably flawed.
We have in mind, for example, an organisation that manufactures a simple product to a
customer specification, but involves the use of dangerous machinery and the creation of
toxic waste. By way of contrast, a computer software company would need a highly
sophisticated quality management systems but simple (by comparison) OSH and
environmental performance systems. In the latter case, a decision to integrate would be
bizarre.
OSH and environmental performance are underpinned by statute, but quality management
system
requirements
are
largely
determined
by
customer
specification.
Professional/organisational rivalries may impair the collective operation of the system.
Typically, a senior quality manager might seek to impose quality audit objectives on a more
junior OSH team. In contrast, the quality management team might resent supervision by an
environmental manager who lacks an intimate knowledge of quality control statistical
techniques. Regulators and single-topic auditors may have difficulty evaluating their part of
the IMS when it is (quite properly) interwoven with other parts of no concern to the evaluator.
The work of external consultations may be impaired because the needs of business
confidentiality could prevent them taking a rounded view of elements of the IMS;
. . a powerful integrated team may reduce the ownership of the topics by line management,
and a negative culture in one topic may unwittingly be carried over to the others.
The prerequisites for integration
The Institution recommends that organisations should not decide finally to establish an IMS
until the following prerequisites to integration have taken place. The organisation should
have:
It is possible, for example, that organisations will start to integrate at the policy and strategic
planning levels, and also within 'sharp end' operational procedures and systems.
However, they may wish to maintain separate procedures in the short term for specific tasks
such as energy conservation, quality control techniques, and statistical analysis of probative
and reactive OSH data. Many personnel will have extra work to do to achieve an IMS and
their full support is essential as is the enthusiastic support of top management for the IMS,
especially their commitment that appropriate resources will be made available.
The Institution will study the recommendations of any industry-specific IMS standards,
consider the need to take external advice as appropriate and decide on the measurable
criteria that would be used to monitor and review the effectiveness of the IMS.
The process of integration
The institution recommends that organisations should decide:
On the choice of an overall IMS model, e.g. selecting one of the two models given in
BS8800. Caution should be exercised if the BS EN ISO 9000 series approach is
adopted because it is the least generic of the standards, and does not include explicit
considerations of risk assessment. Many organisations may have developed quality
systems that follow too slavishly the sequences of topics given in that standard.
How to retain the integrity and effective functioning of existing systems while the new
system is developed and put into place.
Whether piloting parts of the IMS is necessary prior to its planned introduction.
On a phased plan showing the milestones of an IMS, and the specific responsibilities
of individual members of staff.
On appropriate arrangements for training needs analysis and training covering both
competence and commitment.
Useful Documents:
British Standards Institution, BS 8800: 1996, Guide to occupational health and safety
management systems.
British Standards Institution, BS EN ISO 9001: 1994, Quality systems: model for
quality assurance in design, development, production, installation and servicing.
Chemical Industries Association (1995), CIA RC51, Responsible care management
systems for health, safety and environment.
Health and Safety Executive (1997), HSG65, Successful health and safety
management.
Question 9.
Response 4:
Jump 4: Next page
Question 10.
All emergency preparedness and response plans should be practiced and tested periodically
True/False (HP)
Answer 1: True
Response 1:
Jump 1: Next page
Answer 2: False
Response 2:
Jump 2: This page
4.0 Summary.
We have looked into the control strategies that are available to the environmental manager.
Some may be dictated by environmental law, others by company or other policies. A policy is
only the first step in a whole strategy and the policy, to be effective, should be backed up by
a management system.
Although an environmental policy is not compulsory (unlike a health and safety policy), it is a
requirement of many customers, suppliers and other stakeholders. The responsibilities and
arrangements of the health and safety policy will be found in the body of the EMS, which
has many clauses, each with the purpose of facilitating and demonstrating management of a
particular area of environmental management.
ISO 14001 is the principle standard which deals with environmental management systems. It
is international, certifiable, and widely used throughout the industrialised world. EMAS, on
the other hand, is the European registration system which covers the same area. It is very
similar to ISO 14001, but differs in one main respect, which is that it requires that
organisations registered to EMAS issue an Environmental Statement
(Note: this is not the same statement which is required by the Environmental Impact
Assessment Regulations).
All of these standards (or in the case of EMAS, a registration system) require self-auditing,
although to achieve a recognised certificate, the system must be externally certified by a
body accredited to UKAS or similar organisations in other EU countries.
The ultimate guiding statement is the environmental policy which makes specific
commitments, including compliance with environmental law, and is often supplemented by
other policies on specific subject areas such as transport or energy.
Governments also have policy statements and the EU and UK policies enshrine international
agreements, whose overall aim is to protect the environment.