Email

Case Studies

wake003

WHITE PAPER EXECUTIVE SUMMARY
Environmental Management Systems
A Solutions-Based Approach

 

Introduction

The client manages over 200 on- and offshore facilities in the Pacific.  The facilities operate 24-hours a day, 7 days a week, and employ approximately 43,000 personnel. The facilities span the Alaskan peninsula, Hawaii, Guam, Japan, and South Korea.

Increased regulatory oversight of facility operations, coupled with workforce reductions and shrinking operations budgets, required a streamlined approach to environmental program management.

The client requested a solutions-based approach to implementing an ISO 14001-based EMS and demonstration of continual improvement and conformance with Executive Order 13514.

 

Challenges

  • “Push back” was encountered as staff worked to “do more with less”.
  • Supervisors were unfamiliar with EMS terms and resisted identifying aspects and impacts associated with their operations.
  • Successful facilities appeared to have supervisors that were willing to champion EMS.  These facilities were a very small percentage of all client facilities.
  • Time and resource constraints made it difficult for staff to participate in mass training sessions.

 

Solutions-Based Approach

  • Priorities were identified for project justification.
  • Resources were reallocated to more efficiently manage manpower, resources, and budgets.
  • EMS data keeping and reporting were incorporated into existing procedures.
  • A “top-down” and” bottom-up” approach to understanding of environmental responsibilities was implemented.
  • Training was developed for difference methods of course delivery – onsite, computer-based, and included in contractor packages.

 

Results

  • Project requests are currently forecasted for 7 years in the future and are based on EMS aspects and impacts incorporated in Environmental Management Plans (EMPs).
  • Cross-functional team meetings are incorporated in weekly staff meetings and key issues captured to document continual improvement.
  • Staff training percentages have increased significantly from 2009 to 2011.
  • Audit findings have steadily decreased from 2009 to 2011.