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Keeping Employees and Management Focused on an EMS After Implementation
John B. Cook, P.E.
Rick Bickerstaff
• Regional water & wastewater provider• 400,000 Served
The management system implemented under the EMS has had a significant effect on bond ratings.
2001• Moody’s• A1 to Aa3• Savings:
* $100,000 per yr.
2006• Standard & Poor’s• Fitch Ratings• AA- to AA• Savings:
* $170,000 per yr.
How do you keep your employees plugged into your EMS?
There exists an intrinsic employee connection to the environment.
Keeping employees involved in environmental improvements provides a “direct connect” to the EMS program.
• Pollution prevention (P2) team• Sub-committees• Departmental EMS committees• Special project teams
Pollution Prevention (P2) Team
Administration
Design & Construction
Facilities Fleet Maintenance
Wastewater Collection
Water Distribution
Environmental Resources
Hanahan Water Treatment Plant
Regulatory Management Committee
Policy, Audit & Management Review
Committee
Planning Committee
Implementation & Operation Committee
Checking and Corrective Action Committee
Documentation Committee
Communication Committee
Sub-committees
Departments
Establishing a culture of environmental stewardship fosters program commitment.
• Communication• Awareness training• Encouragement to contribute • Involvement by top
management
Keeping “continual improvement” as a central business focus keeps employees engaged.
• Objectives & targets that “s t r e t c h”• Benchmarking• Correction action plans• Recognition of continual improvement
* Incentive pay* “On the Spot” awards* Crew of the month
Frequent monitoring of the EMS keeps employees & management aware of overall progress.• Levels of monitoring
* Self-monitoring* Team* Departmental* Executive management
• Productivity measurement• Performance management• Regulatory compliance
Periodic reviews promote continual improvement by employees.• Standard Operating Procedure
reviews• Emergency drill reviews• Post incident reviews• Monthly Operating Reports• Audits
* Internal* External
Communication provides an important link between the community and employees.
• Surveys• Web sites• Bill inserts• Newsletters• Speaker’s
bureau• Plant tours• Transparency
Using the EMS as a platform for other management systems magnifies the significance of the EMS.
• Project management• Strategic planning • Asset management• Risk management
Database
Work Order(Initiate toClose)
Plan Work
Schedule Work
InventoryPurchasing
Reports/Queries
EquipmentHistory
Costs
GIS
CIS
La
b
Fina
nce
Since the inception of our EMS, hundreds of Improvement Programs have been established.
Geographical Information System
Preventive Maintenance* WWCD: $52,000 per yr.
PM:CM Ratio
Improvement Programs (continued)
Emergency Preparedness
* Emergency plans* Periodic drills
Homeland Security* Vulnerability
assessment* Improvement programs
Category 4 Hurricane Hugo made landfall in Charleston on September 21, 1989.
Improvement Programs (continued)
Fuel Reduction* 29% reduction in one
department* $48,000 / yr. savings
2005 Fuel Reduction Team* Water Plant: $8,500 / yr.* WW Plant: $19,500 / yr. * Route-Smart software* Hauling: $19,000 / yr.
Improvement Programs (continued)
New Technologies* Klorigen System* Process savings:
$75,000 / yr.
Data Mining as Aid to Decision-Making
2000 Strategic Plan
0 50 100
Goals
GoalsAchieved
Number of Major Goals in 2000 Strategic Plan
95% of goals achieved!
Improvement Programs (continued)
In conclusion, implementation of an EMS has improved our organization in many ways.
• Improved business management• Preventive vs. reactive• Focus on continual improvement
We are now a:• Thinking organization• Planning organization
Thank you for your time and attention!
For more information, please
contact John Cook at [email protected]
or
Rick Bickerstaff at