This document provides an overview of an Environmental Safety and Occupational Health Management System (ESOHMS) for the Defense National Stockpile Center. It begins by explaining the purpose and benefits of an ESOHMS, including meeting Executive Order requirements and continually improving sustainability efforts. It then outlines the agenda, including general ESOHMS concepts, messaging to staff, and ESOHMS concepts for different directorates and offices. Finally, it discusses preparing for an ESOHMS audit.
The document provides an overview of ISO 14001 and the process for an organization to become certified. It defines ISO 14001 as the international standard for environmental management systems. It outlines the key sections and requirements of ISO 14001, including leadership commitment, planning, support, operations, performance evaluation, and continual improvement. The document also discusses the benefits of certification, including improved image, cost savings, decision making, and employee engagement. It provides the practical steps an organization would take to implement an EMS and become certified, including creating documentation, internal audits, and hiring an external certifier. Finally, it discusses training options for individuals to learn about or audit ISO 14001 systems.
The document provides information and guidance for an upcoming integrated management system surveillance audit. It outlines the audit scope and objectives, which are to assess system effectiveness and employee awareness. Key areas that may be examined include familiarity with the integrated management system, the company's vision, mission, EHSSQ policy, goals and objectives. Employees should be prepared to answer questions about their roles and responsibilities, as well as standard operating procedures and records. The overall goal is to maintain certification of the quality, environmental, and safety management systems while achieving zero major non-conformances during the audit.
Eco Earth Services Ltd is a premier consulting firm that provides services in quality management, food safety, environmental impact assessments, audits, training, and business development. It aims to advise clients in implementing sustainable solutions through integrity, innovation, and teamwork. The company's vision is to be a trusted partner offering world-class support services. Its quality policy and health and safety policy emphasize compliance, education, accountability, and protecting employee and environmental health. The company is led by a CEO and COO with various departments covering technical, administration, HSE, HR, advocacy, finance, QA, marketing, training, and research and development.
Agung podomoro group strategic management batch 5 (2015) by mardiana ridwan k...mardianardn
Based on the information provided, Agung Podomoro Land effectively utilizes its internal strengths while minimizing weaknesses. Some key strengths include its existing distribution network, barriers to market entry, high profitability and revenue, skilled workforce, and experienced business units. Weaknesses addressed include complications in tax structure and issues regarding some project licenses. Overall, Agung Podomoro Land leverages its internal capabilities well in its strategic management.
Agung podomoro group strategic management batch 5 (2015) made by mardiana rid...mardianardn
This document provides an overview of Agung Podomoro Land's strategic management model. It discusses developing the company's vision and mission, performing external and internal audits, establishing long-term objectives, generating and selecting strategies, and implementing, measuring, and evaluating performance. It also covers business ethics, social responsibility, environmental sustainability, and global issues as they relate to strategic management. The document is intended to guide Agung Podomoro Land in comprehensively planning and executing its business strategies.
The document provides an overview of ISO 14001, an international standard for environmental management systems (EMS). It discusses what ISO and ISO 14000 are, who the standards apply to, the aims and principles of ISO 14001, and the main requirements. The standard provides guidelines for organizations to identify and mitigate their environmental impacts, comply with regulations, and improve their environmental performance through planning, implementation, monitoring and continual improvement of their EMS. The document outlines the key clauses of ISO 14001, which cover the scope, leadership commitment, planning activities, operational controls, performance evaluation, and improvement processes required in an organization's EMS.
David Hall presented on environmental standards and ISO 14001 certification. He explained that ISO 14001 establishes a framework for managing a business's environmental impact. Certification can help businesses improve efficiency, meet regulations, and gain customers. Implementing an environmental management system typically involves analyzing processes, planning documentation, training staff, and undergoing third-party audits to achieve certification.
This document provides tips for organizations to implement an environmental management system before seeking ISO 14001 registration. It recommends conducting an environmental compliance audit to identify legal requirements and compliance issues. It also suggests integrating the EMS with other existing management systems, obtaining guidance documents on EMS implementation and auditing, and considering a pre-assessment by the registrar. The tips emphasize creating an effective rather than over-documented EMS, prioritizing objectives and targets, identifying training needs, and gaining employee involvement in the EMS as a group effort.
The document provides an overview of ISO 14001 and the process for an organization to become certified. It defines ISO 14001 as the international standard for environmental management systems. It outlines the key sections and requirements of ISO 14001, including leadership commitment, planning, support, operations, performance evaluation, and continual improvement. The document also discusses the benefits of certification, including improved image, cost savings, decision making, and employee engagement. It provides the practical steps an organization would take to implement an EMS and become certified, including creating documentation, internal audits, and hiring an external certifier. Finally, it discusses training options for individuals to learn about or audit ISO 14001 systems.
The document provides information and guidance for an upcoming integrated management system surveillance audit. It outlines the audit scope and objectives, which are to assess system effectiveness and employee awareness. Key areas that may be examined include familiarity with the integrated management system, the company's vision, mission, EHSSQ policy, goals and objectives. Employees should be prepared to answer questions about their roles and responsibilities, as well as standard operating procedures and records. The overall goal is to maintain certification of the quality, environmental, and safety management systems while achieving zero major non-conformances during the audit.
Eco Earth Services Ltd is a premier consulting firm that provides services in quality management, food safety, environmental impact assessments, audits, training, and business development. It aims to advise clients in implementing sustainable solutions through integrity, innovation, and teamwork. The company's vision is to be a trusted partner offering world-class support services. Its quality policy and health and safety policy emphasize compliance, education, accountability, and protecting employee and environmental health. The company is led by a CEO and COO with various departments covering technical, administration, HSE, HR, advocacy, finance, QA, marketing, training, and research and development.
Agung podomoro group strategic management batch 5 (2015) by mardiana ridwan k...mardianardn
Based on the information provided, Agung Podomoro Land effectively utilizes its internal strengths while minimizing weaknesses. Some key strengths include its existing distribution network, barriers to market entry, high profitability and revenue, skilled workforce, and experienced business units. Weaknesses addressed include complications in tax structure and issues regarding some project licenses. Overall, Agung Podomoro Land leverages its internal capabilities well in its strategic management.
Agung podomoro group strategic management batch 5 (2015) made by mardiana rid...mardianardn
This document provides an overview of Agung Podomoro Land's strategic management model. It discusses developing the company's vision and mission, performing external and internal audits, establishing long-term objectives, generating and selecting strategies, and implementing, measuring, and evaluating performance. It also covers business ethics, social responsibility, environmental sustainability, and global issues as they relate to strategic management. The document is intended to guide Agung Podomoro Land in comprehensively planning and executing its business strategies.
The document provides an overview of ISO 14001, an international standard for environmental management systems (EMS). It discusses what ISO and ISO 14000 are, who the standards apply to, the aims and principles of ISO 14001, and the main requirements. The standard provides guidelines for organizations to identify and mitigate their environmental impacts, comply with regulations, and improve their environmental performance through planning, implementation, monitoring and continual improvement of their EMS. The document outlines the key clauses of ISO 14001, which cover the scope, leadership commitment, planning activities, operational controls, performance evaluation, and improvement processes required in an organization's EMS.
David Hall presented on environmental standards and ISO 14001 certification. He explained that ISO 14001 establishes a framework for managing a business's environmental impact. Certification can help businesses improve efficiency, meet regulations, and gain customers. Implementing an environmental management system typically involves analyzing processes, planning documentation, training staff, and undergoing third-party audits to achieve certification.
This document provides tips for organizations to implement an environmental management system before seeking ISO 14001 registration. It recommends conducting an environmental compliance audit to identify legal requirements and compliance issues. It also suggests integrating the EMS with other existing management systems, obtaining guidance documents on EMS implementation and auditing, and considering a pre-assessment by the registrar. The tips emphasize creating an effective rather than over-documented EMS, prioritizing objectives and targets, identifying training needs, and gaining employee involvement in the EMS as a group effort.
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
ISO14001 is an international standard for environmental management systems. It defines the components and requirements of an EMS, including an environmental policy, compliance procedures, improvement programs, and reviews. Certification demonstrates responsible environmental practices, enhances reputation, and is becoming a prerequisite in many industries. The standard helps organizations protect the environment, prevent pollution, and improve performance through planning, implementation, reviews, and continual improvement.
This webinar discussed the key concepts and benefits of implementing an Environmental Management System (EMS) according to ISO 14001. An EMS helps organizations identify and manage their environmental aspects and impacts in order to improve environmental performance. It can also help maintain profitability by reducing costs from things like pollution, energy use, and fines. The webinar emphasized integrating the EMS into daily business operations rather than as a separate activity. It also covered the requirements of ISO 14001:2015 and how BSI can help with certification, training, and other support services.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
"Change" is the New Normal - Building a Sustainable Strategic Sourcing Progra...SAP Ariba
The saying goes, “The only constant is change.” This is all the more true when it comes to sustaining a strategic sourcing program. With rising commodity costs, globalization, and regulatory pressures, procurement teams struggle to sustain savings alongside a plethora of tactical responsibilities.
Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
Industrial Transformation (IX) is happening all around us. And COVID-19 is accelerating it. Companies are asking, “What is the new normal and how do we operate in it?” This has led companies to revisit what it means to be Operationally Excellent. And how does this fit in with the increasing trends toward Remote Operations, the Connected Workforce, the use of Artificial Intelligence and Machine Learning (AI/ML) and the possibility of Autonomous Operations (AO). Is AO achievable or still a “Bridge Too Far?” What has to happen to make it a reality? This presentation will explore what is OE 4.0, a new definition, drivers and challenges, the need for an integrated OE Execution system and characteristics of the Autonomous Plant.
An environmental management system (EMS) is a structured approach for managing environmental issues within an organization. ISO 14001 provides a standardized framework for developing, implementing, and certifying an EMS. Key elements of an EMS include establishing an environmental policy, identifying environmental impacts, setting objectives and targets, assigning roles and responsibilities, training employees, and continually improving performance. An effective EMS integrates environmental considerations into daily operations and promotes ongoing enhancements.
Lessons Learned: Guidance based on Early Experiences of Implementing ISO 5000...Arantico Ltd
Talk presented at: IETC 2014, .Industrial Energy Technology Conference, New Orleans. Author: Paul F Monaghan PhD, CEO Enerit Ltd, paul.monaghan@enerit.com, http://ie.linkedin.com/in/paulfmonaghan
This paper draws on real experience of implementing ISO 50001 and Superior Energy Performance (SEP) in USA and Europe in a variety of sectors: pharmaceutical, automotive, medical device, metals and plastics, universities & ICT. The paper aims to give high-level practical guidance on implementation of these types of energy management system (EnMS)
US DoE has reported substantial extra savings with an EnMS approach. However, there are a number of challenges to: getting started; and making continuous improvement with EnMS.
Firstly, the expression “Energy Management System” means different things to different people. In this paper, we explain what the difference is between EnMS, as meant by ISO 50001/SEP and the general class of Energy Management Information Systems (EMIS), which include monitoring systems and corporate energy/carbon reporting systems.
The next problem is “getting started” with EnMS. In this paper, we first explain identify that there are two key reasons for people to adopt EnMS: These two organizations may start in a different way:
• If the goal is “I want to save more energy in a cost-effective way”, start with an energy review and find ways to visualize how energy is used within the organization.
• If the goal is “I want to get an ISO 50001/SEP certified”, start with a gap assessment.
When some sites in the organization have successfully implemented an EnMS, how do you: ensure that those sites continuously improve; and how do you bring the less advanced sites up to the level of the leading sites?
We believe it is useful to view everything in terms of Energy Management Maturity Models and use this as guidance along the path from start-up through to embedded continuous energy management improvement. Factors that we have found useful in successful rollouts are visualization tools e.g.: Sankey diagrams - show energy flows; Spider diagrams; Dashboards.
In this paper, we will show examples of these visualizations in real situations.
Biography: Paul F Monaghan has a Ph.D. in Mechanical Engineering from Queen’s University Canada. After an early career as an energy engineering consultant, he became a tenured Professor in Mechanical Engineering at the National University of Ireland. He left to found two start-up software companies, QSET and Enerit and lived in USA & Ireland. His focus has been on energy and software for over 30 years. Today, he leads Enerit which has delivered ISO 50001 software in Europe, Americas and Asia to organizations like: Pfizer, Medimmune, Fiat, Boston Scientific, Nuqul, Harbec, Sage and Asia Development Bank.
This document summarizes an organizational study conducted at Dynamatic Technologies Limited in Bangalore, India. It describes the company's operations in sectors like automotive, aerospace, and agriculture equipment. The study objectives were to understand the organizational structure, departmental relationships, and roles of personnel. Key findings include that the company is a leading producer of hydraulic gear pumps and has established clients. Suggestions call for adopting newer technologies and marketing strategies to expand the customer base and sales.
Decisive Pipeline Corporation are dedicated and experienced hydrocarbon pipeline professionals specializing in oil, purified natural gas and NGL pipeline construction. Decisive Pipeline professionals excel in a safe and proficient manner, successfully and cost effectively meeting the pipeline growth needs of North America. Remember: When you need to dig, you need Decisive.
Ems for prince mallamine industry gujranwalaPrincessRabiii
This document provides information and guidance about setting up an environmental management system (EMS) for Prince Mallamine Industry in Gujranwala, Pakistan. It discusses the initial steps of an EMS, including planning what to do, doing what was planned, checking, and acting to make improvements. It also outlines the key elements of an EMS, such as management review, objectives and targets, training, documentation, auditing, and management review. The document provides detailed information and recommendations for implementing each aspect of an effective EMS at the industry.
The document discusses environmental conditions indicators (ECIs). ECIs are simple measures that track what is happening in the environment over time. They provide a more practical way to monitor the complex environment than recording every possible variable. ECIs help provide insight into the state of the environment and human health. They can be developed at various geographic scales from local to national levels. Common definitions describe ECIs as numerical values that represent environmental parameters, pressures, forces, and responses.
This document introduces MOL Group's Health, Safety and Environmental (HSE) Management System (HSE MS) which translates HSE principles into practical activities and outlines 15 elements to manage HSE across all levels of MOL Group. The HSE MS provides direction to embed HSE into business operations and achieve world-class HSE performance. Managers are responsible for implementing the HSE MS guidelines within their areas through leadership and by establishing roles and responsibilities.
KIOS provides waste management services including collection, recycling, and disposal. It is committed to reducing waste through prevention, reduction, reuse, and recycling. Key aspects of its waste management program include segregating waste according to characteristics, collecting waste in labeled and color-coded containers, and utilizing local subcontractors for recycling and disposal whenever possible in accordance with its local content commitments.
Basics-of-ISO ASDFA DSF ASD FA SDF ASDF AS FADS-14001.pptssuserf02a28
This document provides an overview of ISO 14001, an environmental management system standard. It discusses what ISO 14001 is, why organizations become certified, the requirements of the standard, and steps to implement an environmental management system that meets the standard's requirements. The requirements follow a plan-do-check-act model and include establishing environmental policies and objectives, planning how to meet objectives, implementing environmental programs, monitoring performance, conducting audits and management reviews, and continually improving the system. Implementation involves forming teams, conducting a gap analysis, developing documentation, training employees, and undergoing certification audits.
Dharmveer has over 9 years of experience in HR, training and development, industrial relations, and general administration. He is currently a Senior Executive at Sona Koyo Steering Systems handling HR, IR, and administration. He has successfully implemented various HR initiatives including training programs, employee welfare measures, and health and safety compliance.
004- HSE- Overcoming ISO 14001 EMS Implementation Challenges (Final)Ayo Ogunkoya,
The document provides information about Ayo Ogunkoya and his consulting firm Generative HSE Inc., which specializes in occupational health and safety, environmental management, risk management, and quality assurance. It then discusses the minimum requirements for an ISO 14001 environmental management system, potential barriers to implementation, and strategies for successful implementation, emphasizing leadership commitment, engaging employees, and ensuring deliverables are accurate, relevant, measurable, and continuously improved.
004- HSE- Overcoming ISO 14001 EMS Implementation Challenges (Final)Ayo Ogunkoya,
The document provides information about Ayo Ogunkoya and his consulting firm Generative HSE Inc., which specializes in occupational health and safety, environmental management, risk management, and quality assurance. It then discusses the minimum requirements for an ISO 14001 environmental management system, potential barriers to implementation, and strategies for successful implementation, emphasizing leadership commitment, engaging employees, and ensuring deliverables are accurate, relevant, measurable, and continuously improved.
Red Rock is committed to effective health, safety, and environmental (HSE) management. Their HSE management system has seven interrelated elements: leadership and commitment; policy and strategic objectives; organization, resources, and documentation; risk evaluation and management; planning; implementation, monitoring, and recording; and auditing and reviewing. The system defines roles and responsibilities to protect people, property, and the environment. It also aims to continuously improve HSE performance through employee participation, monitoring, and addressing non-compliance issues.
Integrating the UN Sustainable Development Goals into sustainability performance requires new organizational approaches and methods.
Presentation given to Society of Petroleum Engineers, Gulf Coast Section Study Group, Houston, TX October, 2016
Presentation On Institute Acreditation.pptxSmppMondha
This document presents information on Criterion VI - Governance, Leadership and Management of the NAAC framework. It discusses the institution's vision and leadership, strategic planning, faculty empowerment, financial management, and internal quality assurance systems. Some of the key points covered include the institution's decentralized management approach, implementation of e-governance, welfare measures for faculty, professional development programs, performance appraisal systems, internal and external audits, IQAC's contributions to quality assurance, and quality initiatives undertaken in the last five years.
Safety is everybodys day to day business.pptSmppMondha
This document discusses safety responsibilities at Oklahoma State University. It aims to help employees understand accident causes and safety responsibilities of both employees and employers. It explains that safety is important to prevent injuries, control costs of accidents which include both direct medical costs and indirect costs that are 4 times higher on average, and avoid legal issues and liability. Accidents are caused by unsafe conditions and unsafe acts. Employers are responsible for providing training, personal protective equipment, and a safe work environment while employees must work safely and report any hazards. The overall message is that safety is everyone's responsibility.
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
ISO14001 is an international standard for environmental management systems. It defines the components and requirements of an EMS, including an environmental policy, compliance procedures, improvement programs, and reviews. Certification demonstrates responsible environmental practices, enhances reputation, and is becoming a prerequisite in many industries. The standard helps organizations protect the environment, prevent pollution, and improve performance through planning, implementation, reviews, and continual improvement.
This webinar discussed the key concepts and benefits of implementing an Environmental Management System (EMS) according to ISO 14001. An EMS helps organizations identify and manage their environmental aspects and impacts in order to improve environmental performance. It can also help maintain profitability by reducing costs from things like pollution, energy use, and fines. The webinar emphasized integrating the EMS into daily business operations rather than as a separate activity. It also covered the requirements of ISO 14001:2015 and how BSI can help with certification, training, and other support services.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
"Change" is the New Normal - Building a Sustainable Strategic Sourcing Progra...SAP Ariba
The saying goes, “The only constant is change.” This is all the more true when it comes to sustaining a strategic sourcing program. With rising commodity costs, globalization, and regulatory pressures, procurement teams struggle to sustain savings alongside a plethora of tactical responsibilities.
Join this session where industry leaders will share how they navigate and manage their strategic sourcing programs in today’s ever-changing environments.
Industrial Transformation (IX) is happening all around us. And COVID-19 is accelerating it. Companies are asking, “What is the new normal and how do we operate in it?” This has led companies to revisit what it means to be Operationally Excellent. And how does this fit in with the increasing trends toward Remote Operations, the Connected Workforce, the use of Artificial Intelligence and Machine Learning (AI/ML) and the possibility of Autonomous Operations (AO). Is AO achievable or still a “Bridge Too Far?” What has to happen to make it a reality? This presentation will explore what is OE 4.0, a new definition, drivers and challenges, the need for an integrated OE Execution system and characteristics of the Autonomous Plant.
An environmental management system (EMS) is a structured approach for managing environmental issues within an organization. ISO 14001 provides a standardized framework for developing, implementing, and certifying an EMS. Key elements of an EMS include establishing an environmental policy, identifying environmental impacts, setting objectives and targets, assigning roles and responsibilities, training employees, and continually improving performance. An effective EMS integrates environmental considerations into daily operations and promotes ongoing enhancements.
Lessons Learned: Guidance based on Early Experiences of Implementing ISO 5000...Arantico Ltd
Talk presented at: IETC 2014, .Industrial Energy Technology Conference, New Orleans. Author: Paul F Monaghan PhD, CEO Enerit Ltd, paul.monaghan@enerit.com, http://ie.linkedin.com/in/paulfmonaghan
This paper draws on real experience of implementing ISO 50001 and Superior Energy Performance (SEP) in USA and Europe in a variety of sectors: pharmaceutical, automotive, medical device, metals and plastics, universities & ICT. The paper aims to give high-level practical guidance on implementation of these types of energy management system (EnMS)
US DoE has reported substantial extra savings with an EnMS approach. However, there are a number of challenges to: getting started; and making continuous improvement with EnMS.
Firstly, the expression “Energy Management System” means different things to different people. In this paper, we explain what the difference is between EnMS, as meant by ISO 50001/SEP and the general class of Energy Management Information Systems (EMIS), which include monitoring systems and corporate energy/carbon reporting systems.
The next problem is “getting started” with EnMS. In this paper, we first explain identify that there are two key reasons for people to adopt EnMS: These two organizations may start in a different way:
• If the goal is “I want to save more energy in a cost-effective way”, start with an energy review and find ways to visualize how energy is used within the organization.
• If the goal is “I want to get an ISO 50001/SEP certified”, start with a gap assessment.
When some sites in the organization have successfully implemented an EnMS, how do you: ensure that those sites continuously improve; and how do you bring the less advanced sites up to the level of the leading sites?
We believe it is useful to view everything in terms of Energy Management Maturity Models and use this as guidance along the path from start-up through to embedded continuous energy management improvement. Factors that we have found useful in successful rollouts are visualization tools e.g.: Sankey diagrams - show energy flows; Spider diagrams; Dashboards.
In this paper, we will show examples of these visualizations in real situations.
Biography: Paul F Monaghan has a Ph.D. in Mechanical Engineering from Queen’s University Canada. After an early career as an energy engineering consultant, he became a tenured Professor in Mechanical Engineering at the National University of Ireland. He left to found two start-up software companies, QSET and Enerit and lived in USA & Ireland. His focus has been on energy and software for over 30 years. Today, he leads Enerit which has delivered ISO 50001 software in Europe, Americas and Asia to organizations like: Pfizer, Medimmune, Fiat, Boston Scientific, Nuqul, Harbec, Sage and Asia Development Bank.
This document summarizes an organizational study conducted at Dynamatic Technologies Limited in Bangalore, India. It describes the company's operations in sectors like automotive, aerospace, and agriculture equipment. The study objectives were to understand the organizational structure, departmental relationships, and roles of personnel. Key findings include that the company is a leading producer of hydraulic gear pumps and has established clients. Suggestions call for adopting newer technologies and marketing strategies to expand the customer base and sales.
Decisive Pipeline Corporation are dedicated and experienced hydrocarbon pipeline professionals specializing in oil, purified natural gas and NGL pipeline construction. Decisive Pipeline professionals excel in a safe and proficient manner, successfully and cost effectively meeting the pipeline growth needs of North America. Remember: When you need to dig, you need Decisive.
Ems for prince mallamine industry gujranwalaPrincessRabiii
This document provides information and guidance about setting up an environmental management system (EMS) for Prince Mallamine Industry in Gujranwala, Pakistan. It discusses the initial steps of an EMS, including planning what to do, doing what was planned, checking, and acting to make improvements. It also outlines the key elements of an EMS, such as management review, objectives and targets, training, documentation, auditing, and management review. The document provides detailed information and recommendations for implementing each aspect of an effective EMS at the industry.
The document discusses environmental conditions indicators (ECIs). ECIs are simple measures that track what is happening in the environment over time. They provide a more practical way to monitor the complex environment than recording every possible variable. ECIs help provide insight into the state of the environment and human health. They can be developed at various geographic scales from local to national levels. Common definitions describe ECIs as numerical values that represent environmental parameters, pressures, forces, and responses.
This document introduces MOL Group's Health, Safety and Environmental (HSE) Management System (HSE MS) which translates HSE principles into practical activities and outlines 15 elements to manage HSE across all levels of MOL Group. The HSE MS provides direction to embed HSE into business operations and achieve world-class HSE performance. Managers are responsible for implementing the HSE MS guidelines within their areas through leadership and by establishing roles and responsibilities.
KIOS provides waste management services including collection, recycling, and disposal. It is committed to reducing waste through prevention, reduction, reuse, and recycling. Key aspects of its waste management program include segregating waste according to characteristics, collecting waste in labeled and color-coded containers, and utilizing local subcontractors for recycling and disposal whenever possible in accordance with its local content commitments.
Basics-of-ISO ASDFA DSF ASD FA SDF ASDF AS FADS-14001.pptssuserf02a28
This document provides an overview of ISO 14001, an environmental management system standard. It discusses what ISO 14001 is, why organizations become certified, the requirements of the standard, and steps to implement an environmental management system that meets the standard's requirements. The requirements follow a plan-do-check-act model and include establishing environmental policies and objectives, planning how to meet objectives, implementing environmental programs, monitoring performance, conducting audits and management reviews, and continually improving the system. Implementation involves forming teams, conducting a gap analysis, developing documentation, training employees, and undergoing certification audits.
Dharmveer has over 9 years of experience in HR, training and development, industrial relations, and general administration. He is currently a Senior Executive at Sona Koyo Steering Systems handling HR, IR, and administration. He has successfully implemented various HR initiatives including training programs, employee welfare measures, and health and safety compliance.
004- HSE- Overcoming ISO 14001 EMS Implementation Challenges (Final)Ayo Ogunkoya,
The document provides information about Ayo Ogunkoya and his consulting firm Generative HSE Inc., which specializes in occupational health and safety, environmental management, risk management, and quality assurance. It then discusses the minimum requirements for an ISO 14001 environmental management system, potential barriers to implementation, and strategies for successful implementation, emphasizing leadership commitment, engaging employees, and ensuring deliverables are accurate, relevant, measurable, and continuously improved.
004- HSE- Overcoming ISO 14001 EMS Implementation Challenges (Final)Ayo Ogunkoya,
The document provides information about Ayo Ogunkoya and his consulting firm Generative HSE Inc., which specializes in occupational health and safety, environmental management, risk management, and quality assurance. It then discusses the minimum requirements for an ISO 14001 environmental management system, potential barriers to implementation, and strategies for successful implementation, emphasizing leadership commitment, engaging employees, and ensuring deliverables are accurate, relevant, measurable, and continuously improved.
Red Rock is committed to effective health, safety, and environmental (HSE) management. Their HSE management system has seven interrelated elements: leadership and commitment; policy and strategic objectives; organization, resources, and documentation; risk evaluation and management; planning; implementation, monitoring, and recording; and auditing and reviewing. The system defines roles and responsibilities to protect people, property, and the environment. It also aims to continuously improve HSE performance through employee participation, monitoring, and addressing non-compliance issues.
Integrating the UN Sustainable Development Goals into sustainability performance requires new organizational approaches and methods.
Presentation given to Society of Petroleum Engineers, Gulf Coast Section Study Group, Houston, TX October, 2016
Presentation On Institute Acreditation.pptxSmppMondha
This document presents information on Criterion VI - Governance, Leadership and Management of the NAAC framework. It discusses the institution's vision and leadership, strategic planning, faculty empowerment, financial management, and internal quality assurance systems. Some of the key points covered include the institution's decentralized management approach, implementation of e-governance, welfare measures for faculty, professional development programs, performance appraisal systems, internal and external audits, IQAC's contributions to quality assurance, and quality initiatives undertaken in the last five years.
Safety is everybodys day to day business.pptSmppMondha
This document discusses safety responsibilities at Oklahoma State University. It aims to help employees understand accident causes and safety responsibilities of both employees and employers. It explains that safety is important to prevent injuries, control costs of accidents which include both direct medical costs and indirect costs that are 4 times higher on average, and avoid legal issues and liability. Accidents are caused by unsafe conditions and unsafe acts. Employers are responsible for providing training, personal protective equipment, and a safe work environment while employees must work safely and report any hazards. The overall message is that safety is everyone's responsibility.
Design and fabrication of Machine Poster.pdfSmppMondha
This document summarizes the design and development of a manual floor cleaning machine. The machine is capable of simultaneously cleaning dry and wet floor surfaces in a single run. It uses a rotating brush to sweep dirt into a vacuum cleaner. A water sprayer then wets the floor, which is then cleaned by a rotating mop coupled to a DC motor. Finally, a hot air blower is used to dry the wet floor surface. The machine is designed to be lightweight, low-cost, easy to operate, and capable of cleaning large floor areas quickly with less effort compared to existing cleaning methods. A prototype was developed and testing showed it can effectively clean floors in both dry and wet conditions.
ISO 19011 provides guidance for auditing management systems. It outlines key principles of auditing such as integrity, fair presentation, due professional care, confidentiality, and independence. It also describes how to manage an audit program, including establishing objectives, evaluating risks, determining resources, and monitoring results. The document provides guidance on conducting audits, including planning, performing on-site activities, generating findings, and reporting conclusions. It focuses on competence requirements for auditors.
ISO 19011 provides guidance for auditing management systems. It outlines key principles of auditing such as integrity, fair presentation, due professional care, confidentiality, and independence. It also describes how to manage an audit program, including establishing objectives, evaluating risks, determining resources, and monitoring results. The document provides guidance on conducting audits, including planning, performing on-site activities, generating findings, and reporting conclusions. It focuses on competence requirements for auditors.
This document provides an overview of various safety training topics from FHM Training Tools. It covers safety orientations, hazard communication, respiratory protection, personal protective equipment, hearing conservation, fall protection, lockout/tagout, confined spaces, and more. For each topic, it lists key elements and requirements to ensure workplace safety compliance. The goal is to provide essential safety training specific to different industries.
TUV India provides product certification services including CE marking, ATEX certification, functional safety certification, and risk assessment. It has offices in major Indian cities and can certify products for compliance with European and international standards to facilitate exports. The document discusses TUV India's capabilities and experience in certifying products for various industries to assure their safety, quality and regulatory compliance.
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This document provides an overview of the key changes between ISO 13485:2003 and ISO 13485:2016 for quality management systems in the medical device industry. It discusses definitions, the timeline for transition, and what is new in each section of the updated standard, including expanded requirements for design and development, purchasing, production, and complaint handling. The changes are aimed at increasing risk-based approaches and ensuring continued compliance with evolving regulations.
This document discusses the use of outside experts in the FDA's premarket evaluation of medical devices. It describes the FDA's goals in establishing the Medical Device Fellowship Program (MDFP), which aims to increase collaboration with external scientific experts. The MDFP offers short and long-term fellowship opportunities. The document also outlines the process of an action learning project examining how the FDA can most effectively utilize outside resources. It discusses the team's questioning and reflection approach, identification of core issues, and commitment to learning and taking action to address challenges in implementing the MDFP.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
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Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
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scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
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imaging, emphasizing addressing false positives and resource efficiency.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Discover the latest insights on Data Driven Maintenance with our comprehensive webinar presentation. Learn about traditional maintenance challenges, the right approach to utilizing data, and the benefits of adopting a Data Driven Maintenance strategy. Explore real-world examples, industry best practices, and innovative solutions like FMECA and the D3M model. This presentation, led by expert Jules Oudmans, is essential for asset owners looking to optimize their maintenance processes and leverage digital technologies for improved efficiency and performance. Download now to stay ahead in the evolving maintenance landscape.
2. Why An ESOHMS ?
Beyond the E.O. 13423 requirement an
EMS contributes to sustainability.
“For every DoD program, the
Department will identify, assess, manage,
and actively seek opportunities to
continually improve its activities as well
as to monitor its contribution towards the
sustainability goals captured in this
plan.”-DoD Strategic Sustainability
Performance Plan
3. Agenda
• General ESOHMS Concepts
• Message to All Staff
• Directorate/Office-Specific Concepts:
- Contracts
- Marketing
- Operations
HQ
Depots
- Business Office
- Contractors
- Office of Counsel
• Preparing for an Audit
4. General ESOHMS Concepts
• What is an Environmental
Management System?
• What is ESOHMS?
• Aspects and Impacts
• Targets and Objectives
5. What is an Environmental
Management System?
Management
Review
Checking and
Corrective Action
Implementation
and Operation
Planning
Environmental
Policy
Continual Improvement
Execution of 5 elements, resulting in
Continual Improvement
6. What is ESOHMS?
• Environmental
Safety and
Occupational
Health
Management
System
• Our environmental management system incorporates
safety and occupational health in response to
Executive Order 13423.
7. Environmental Safety and Occupational
Health Management System
- Organizational Structure
- Planning Activities
- Responsibilities
- Practices
- Procedures
- Processes
- Resources
- Developing
- Implementing
- Achieving
- Reviewing
- Maintaining the environmental
safety and occupational health
policy
8. Our ESOHMS
Meets the requirements of:
• “Environmental management
systems – Specification with guidance for use”
• “Occupational health and
safety management systems – Specification”
11. Aspects and Impacts
• Aspect
– Element of an organization's activities, products or services
that can interact with the environment and the safety,
occupational health of our personnel
• Impact
– Any change to the environment, safety and occupational
health, whether adverse or beneficial, wholly or partially
resulting from an organization’s activities, products or
services
• The identification and prioritization of aspects drive
the focus of the organization
12. ESOHMS Significant
Aspects and Impacts
Some significant ASPECTS:
1) Office Activities
2) Ergonomics
Some significant IMPACTS:
1) Reduction in our natural resources
2) Carpel Tunnel Syndrome
13. DID YOU
KNOW…?
Our Aspects and Impacts
can be found in IGD 1002
Table 1 at
https://www.dnsc.dla.mil/iamthekey
14. Targets and Objectives
Driven by:
• Policy
• Legal considerations
• Views of interested parties
• Significant aspects
• Technological, financial, business
requirements
15. Objectives and Targets
Some of our objectives and targets:
1) Safe Outloading of Commodities: zero
environmental releases and zero mishaps
during operations
2) Proper Storm Water Management: No
permit violations or reportable spills
17. Message To All Staff
• ESOHMS applies equally to field/office/HQ staff and
those working on our behalf
• Conformance with ISO 14001 is a continuing process, and
we can lose our “conformant” status if we do not continue
to perform!
18. 1. Be Safe
2. Recycle
3. Conserve Our Natural Resources
4. Understand Your Job Responsibilities
5. Know What Environmental
Regulations Apply to Your Job
The Five Commandments of our ESOHMS:
19. “The whole is greater
than the sum of its
parts”
Department/Directorate-Specific Concepts
• This training has been tailored to show how each
department/directorate role is vital to our ESOHMS
• These diverse disciplines all have individual roles, but
we all need to work together to make the ESOHMS
successful
21. Contracts – Why ESOHMS?
• Every contract for work at our facilities needs to
include ESOHMS
• Our contracts are the first and best opportunity to
emphasize ESOHMS to our contractors:
- safety procedures
- environmental protection
- emergency response
- ESOH policies
• All applicable ESOH policies and procedures that
are required for our employees must be passed to
our contractors
23. Contractors represent the
greatest potential for
environmental or safety
problems to occur within
DLA Strategic Materials
Contracts – How Does ESOHMS
Apply to Me?
• We apply the Go Green
Procurement Mandate
• Contractors need to
follow our ESOH
policies and procedures
• Contracting is the first
opportunity to make sure
all contractors are part of
the ESOHMS
24. Operations – Why ESOHMS?
• Operations plays a key role in the execution
of our mission—they put the commodities
on the truck and in the hands of the buyer
• Operations is in the best position to address
ESOH issues of concern.
• Operations must ensure that staff do their
work in accordance with ESOH policies and
procedures
25. DID YOU
KNOW…?
The Logistics &
Operations storage
Manual can be found at
the
https://www.dnsc.dla.mil/iamthekey
Logistics & Operations
26. The continual improvement aspect
of ESOH policy is vitally important
to operations. We “need to do more
with less” and become increasingly
efficient, yet be safe and maintain
environmental stewardship.
Operations - How Does ESOHMS
Apply to Me?
• Follow
the Five
Commandments
• Operations also
has the greatest
opportunity to
have an
impact on the
environment and on
staff safety and
health
27. Depots – WHY ESOHMS?
• Outloading at the depots represents the
greatest risk of a mishap that could affect
the health and safety of our staff
• Outloading at the depots represents the
greatest risk of a release to the environment
28. Depots - How Does ESOHMS
Apply to Me?
• Follow the Five Commandments
• Ensure contractors and our staff follow safe
working practices in accordance with our policies
and procedures
• Ensure that contractors and our staff satisfy
environmental regulatory requirements (prevent
fuel spills and releases to surface water, soil and
groundwater)
29. Contractors and Those Working on
Our Behalf – Why ESOHMS?
• Contractors represent the greatest potential for
environmental or safety problems to occur within our
operations
• Contractors need to follow our ESOH policies and
procedures
• Contractors must follow procedures that create and
maintain the same safe, healthy work environment that
we require of our employees
• Contractors must comply with all applicable state and
federal regulations.
31. Business Office - How Does
ESOHMS Apply to Me?
• We commit funding to support the ESOHMS
• Many of our ESOHMS challenges can be addressed
by training our staff. The Business Office is key to
planning, funding and facilitating staff training.
• The Business Office processes the forms that help
staff get credit for training, and help us achieve our
ESOHMS targets and objectives.
32. DID YOU
KNOW…?
The purpose and process
of our ESOHMS is
defined in IGD 1001
and training is defined
in IGD 1007 at
https://www.dnsc.dla.mil/iamthekey
33. Office of Counsel – Why ESOHMS?
• Office of Counsel provides critical input to
establishing ESOH policies and procedures.
These policies and procedures are the
foundation of our ESOHMS
34. DID YOU
KNOW…?
Legal and other
requirements of the
ESOHMS are defined
in IGD 1003 at
https://www.dnsc.dla.mil/iamthekey
35. Office of Counsel - How Does
ESOHMS Apply to Me?
• Office of Counsel assures that the
regulatory compliance aspects of ESOHMS
are identified and met. Some examples are:
- Property transfer/land use issues
- New regulations and laws
36. DID YOU
KNOW…?
The way our
ESOHMS conforms
to ISO 14001 is
described in IGD
1000 at
https://www.dnsc.dla.mil/iamthekey
37. Preparing For An ESOHMS Audit
• An annual assessment of how well we conform to
ISO 14001 and OHSAS 18001
• Generally conducted at HQ and staffed depots
• The Audit team will conduct a walk-through, and
interview staff on a selected basis
• The team will ask basic questions about ESOH
policy and your role in the ESOHMS
• This training presentation has been designed to
increase your awareness of the ESOHMS
38. DID YOU
KNOW…?
The process by
which we continually
improve our
ESOHMS is
described in IGD
1016 at
https://www.dnsc.dla.mil/iamthekey
39. ESOHMS applies to
everyone and every job/
role
A Final Message…..
• This training has been
tailored to various
disciplines - specifically,
how each unit’s role is
vital to the ESOHMS
• Conformance with ISO 14001 is a continuing process, and we can lose
our “conformant” status if we do not continue to perform!
• These diverse disciplines all have individual
roles, but we all need to work together to make
the ESOHMS successful
• “The whole is greater than the sum of its parts”
40. Thank You!
• If you have questions, or would like more
information:
- visit https://www.dnsc.dla.mil/iamthekey
- talk to your supervisor, or the ESOHMS
Management Representative: Randy Nida
42. DEFENSE NATIONAL STOCKPILE CENTER
Picturing the ESOHMS
Implementation
& Operation (Do)
• Roles and Responsibility
• Training, Awareness, and
Competence
• Communication
• Document Control
• EMS Documentation
• Operational Control
• Emergency Preparedness &and
Response
Management
Review (Act)
Checking &
Corrective Action
(Check)
• Monitoring & Measurement
• Nonconformance/
Corrective and Preventive
Action
• Records
• Audits
ESOH Policy
Statement
Planning (Plan)
• Environmental Aspects and
Safety & Occupational Health
Risk Assessment
• Legal and Other Requirements
• Objectives and Targets
• Mgmt. Programs
43. DEFENSE NATIONAL STOCKPILE CENTER
Requirements for ESOH Policy
• Policy is clearly defined by top management.
• Considers the nature, scale, and environmental impacts
of the organization’s activities, products, and Materials.
• Includes a commitment to environmental continual
improvement, pollution prevention, and compliance.
• Provides a framework for setting and reviewing
environmental objectives and targets.
• Policy is documented, implemented, maintained, and
communicated to all employees.
• Available to the public.
45. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1001 - ESOG Policy
• Can be found online at:
– Environmental, Safety and Occupational Health Policy
• https://www.dnsc.dla.mil/iamthekey/igd1001.htm
46. DEFENSE NATIONAL STOCKPILE CENTER
ESOH Aspects
• Aspects – What we do.
– Identification of environmental characteristics of
products, activities, and Materials that can have an
affect on the environment
– OSHAS 18001 requires evaluation of risk as well as
environmental impact
• Examples:
– Air emissions
– Spills
– Waste generation
47. DEFENSE NATIONAL STOCKPILE CENTER
ESOH Impacts
• Impacts – How what we do affects the
environment
• Examples:
– Air emissions → Degradation of air quality
– Spills → Degradation of land and/or water
– Waste generation → Degradation of land
48. DEFENSE NATIONAL STOCKPILE CENTER
Determining Significance
• ESOH Risk Analysis Worksheet determines
which aspects and impacts are significant
– Risk Analysis considers Severity, Occurrence, and
Detectability on a 1-10 scale
– If a Regulatory issue multiple by 2
– Risk Priority Number = Severity x Occurrence x
Detection x Regulatory
– A RPN greater than 7 is considered significant
49. DEFENSE NATIONAL STOCKPILE CENTER
DLA Strategic Materials
Significant Aspects and Impacts
Activity Aspect Impact
Outloading, Storing,
and Transporting
Uncontrolled releases
of commodity to
environment
Soil/Air/Water
contamination
Office Activities Natural resource
reduction,
ergonomics, trip/fall
hazards
Natural resource
depletion, carpel
tunnel syndrome,
injuries
Storm Water
Management
Uncontrolled releases
to storm water
Soil/Water
contamination
51. DEFENSE NATIONAL STOCKPILE CENTER
Legal and Other Requirements
• Must identify all laws, regulations, and
other requirements applicable to DLA
Strategic Materials
– Federal Regulations
– State Regulations
– DOD/DLA Policies and directives
52. DEFENSE NATIONAL STOCKPILE CENTER
Legal and Other Requirements
• Federal regulations applicable to DLA
Strategic Materials:
• NEPA
• Clean Water Act
• FIFRA (Pest Management)
• RCRA
• EPCRA
• CERCLA
• TSCA
• DOT Regulations
• OSHA
• Clean Air Act
• Executive Order 13514
53. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1003 – Legal and Other
Requirements
• Can be found online at:
– Legal and Other Requirements
• https://www.dnsc.dla.mil/iamthekey/igd1003.htm
54. DEFENSE NATIONAL STOCKPILE CENTER
Objectives and Targets
• Established specific objectives for how
DLA Strategic Materials will address
significant environmental aspects and
impacts
• Developed targets that are specific and
measurable to help meet objectives
55. DEFENSE NATIONAL STOCKPILE CENTER
Objectives and Targets
Inputs Measurable Objective
Corresponding
Targets
Implementation Plan
Action Items
Outloading, Storage and Transportation Operations
Bulk Ore Shipments Safe, environmentally sound
preparation, shipment and
transportation
Train 100% of field
personnel with
exception of clerical
staff
Preparation and
execution of ESOH
training venues,
including forklift
training and
HAZWOPER training
Mercury Management
(Environmental)
Complete transportation of
mercury to consolidation
point without release
Zero release during
preparation, shipping
and receipt
Implement preparation,
transportation and
storage plans
Mercury Management
(Safety)
Complete transportation of
mercury to consolidation
point without mishap
Zero mishaps during
preparation, shipping
and receipt
Implement preparation,
transportation and
storage plans
56. DEFENSE NATIONAL STOCKPILE CENTER
Objectives and Targets
Inputs Measurable Objective
Corresponding
Targets
Implementation Plan
Action Items
Resource Management
Storm water
management
(including SPCC
Plans, storm water
permits and storage
tank registrations
Storm water management
in accordance with Storm
Water Pollution
Prevention Plans,
conformance with SPCC
Plans, and maintaining
permits
No Notice of
violations or
reportable spills as
defined by SWPP
plan, storm water
permits & tank
registrations kept
current
Employ BMP’s;
execute permit
requirements.
Review & update
SWPP/SPCC Plans.
Track expiration
dates of permits &
registrations.
57. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1004 – Objectives, Targets,
and Programs
• Can be found online at:
– Objectives, Targets, and Programs
• https://www.dnsc.dla.mil/iamthekey/igd1004.htm
58. DEFENSE NATIONAL STOCKPILE CENTER
ESOH Management Programs
• Planned steps necessary to achieve
objectives and targets
• DLA Strategic Materials Implementation
Plans for Objectives and Targets:
– Preparation, transportation, and storage plans
for outloading operations
– SPCC and SWP3 Plans
59. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1005 – ESOH Management
Programs
• Can be found online at:
– ESOH Management Program
• https://www.dnsc.dla.mil/iamthekey/igd1005.htm
60. DEFENSE NATIONAL STOCKPILE CENTER
PLAN Activity
• Create significant ESOH aspects for your HOME
using the handout!
64. DEFENSE NATIONAL STOCKPILE CENTER
Resources, Roles, Responsibilities, and
Authority
POSITION RESPONSIBILITIES
ADMINISTRATOR
Review and approve ESOH policy, assess ESOHMS,
provide resources, assign implementation teams.
-DD Part of ESOHMS team supporting system.
-B Budgeting ESOH program areas and supporting
projects
-G
Periodic review of laws and regulations; providing
assistance to ESOH program areas.
Directorate of Material
Management
Responsible to ensure ESOH elements are integrated
into all Depot operations.
65. DEFENSE NATIONAL STOCKPILE CENTER
Resources, Roles, Responsibilities, and
Authority
POSITION RESPONSIBILITIES
-HA Responsible for meeting ESOH objectives & targets, training of staff and
contractor awareness.
-SC Responsible for meeting ESOH objectives & targets, training of staff and
contractor awareness.
-WA Responsible for meeting ESOH objectives & targets, training of staff and
contractor awareness.
-E Directing and reviewing ESOH activities.
Reporting new ESOH regs/laws, business areas, developing best
management practices, reporting environmental performance to
management, supporting P2, securing permits, managing ESOH activities.
Responsible for risk management, record keeping, safety and occupational
health (SOH) reports in SOH training, managing SOH oversight in OHSAS
18001.
Coordinating and ensuring ESOHMS is established, implemented and
maintained in accordance with ISO 14001:2004 standards.
-C
Responsible for ESOHMS clause(s) inclusion in contracts.
66. DEFENSE NATIONAL STOCKPILE CENTER
Resources, Roles, Responsibilities, and
Authority – ESOH Management Representative
(EMR)
• Appointed by Administrator within the
Directorate of Material Management
• Responsible for reviewing and providing
oversight of the ESOH management system
including recommendations to promote
continual improvement and directing ESOH
activities
• Provide periodic updates to Administrator
67. DEFENSE NATIONAL STOCKPILE CENTER
Resources, Roles, Responsibilities, and
Authority – Director
• Developing policies, business/mission activities, standards,
processes and procedures, and ensuring their consistent
application.
• Identifying, analyzing, and influencing ESOH issues, laws and
regulations and reporting to affected business units all final
ESOH federal, state and local law and regulations.
• Developing and communicating best ESOH management
practices, including authority of the EMR
• Promoting continual improvement in ESOHMS and
performance.
• Developing strategic plans to help ensure implementation of
proactive and cost-effective options for meeting ESOH
challenges.
68. DEFENSE NATIONAL STOCKPILE CENTER
ALL EMPLOYEES HAVE A
ROLE AND
RESPONSIBILITY IN
PROMOTING THE ESOHMS
WITHIN THEIR JOBS!!
69. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1006 – Resources, Roles,
Responsibilities, and Authority
• Can be found online at:
– Resources, Roles, Responsibilities, and Authority
• https://www.dnsc.dla.mil/iamthekey/igd1006.htm
70. DEFENSE NATIONAL STOCKPILE CENTER
Training, Awareness, and
Competence
• Employees must be trained and competent
in ESOHMS requirements
• Three types of ESOH training:
– Job function training (DOT/HAZMAT)
– Environmental program training (stormwater)
– Safety training
• Employees must develop IDP
• IDP is loaded into LMS for tracking
71. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1007 – Training,
Awareness, and Competence
• Can be found online at:
– Training, Awareness, and Competence
• Https://www.dnsc.dla.mil/iamthekey/igd1007.htm
• ESOHMS Training Manual can be found at
same location
72. DEFENSE NATIONAL STOCKPILE CENTER
Communication
• Internal Communication
– Annex to DLA Communication Plan
– Email
– Training Presentations
– Meetings
• Must communicate ESOH
requirements to contractors as well
73. DEFENSE NATIONAL STOCKPILE CENTER
Communication
• External Communication
– From DLA HQ to
• General Public
• Regulatory or governmental agencies
• Industry or other environmental organizations
– Methods of External Communication
• Community outreach meetings
• Community newsletters
• TV/radio interviews
• Website
74. DEFENSE NATIONAL STOCKPILE CENTER
Communication
• News Media
– Must follow the “News Media, Elected
Officials, and Community Contact Procedures”
posted on I Am the Key.
– Must complete the News Media and
Community Contact Log
76. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1008 - Communication
• Can be found online at:
– Communication
• https://www.dnsc.dla.mil/iamthekey/igd1008.htm
78. DEFENSE NATIONAL STOCKPILE CENTER
Operational Control
• Procedures or engineering controls to
operate, maintain, and control activities that
could affect ESOH:
– Operations and Logistics Storage Manual
– SPCC
– Pollution Prevention Plan
– Storm Water Pollution Prevention Plan
– Operational Control Matrix
79. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1011 – Operational Control
• Can be found online at:
– Operational Control
• https://www.dnsc.dla.mil/iamthekey/igd1011.htm
80. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1012 – Emergency
Preparedness and Response
• Can be found online at:
– Emergency Preparedness and Response
• https://www.dnsc.dla.mil/iamthekey/igd1012.htm
– Emergency Preparedness and Response plans
are available on the Iamthekey website but are
password protected for security reasons
81. DEFENSE NATIONAL STOCKPILE CENTER
DO Summary
• IGDs for the following ESOH elements are
located on Iamthekey:
– Resources, Roles, Responsibility, and Authority
– Training, Awareness, and Competence
– Communications
– Documentation
– Control of Documents
– Operational Control
– Emergency Preparedness and Response
83. DEFENSE NATIONAL STOCKPILE CENTER
Picturing the ESOHMS
Implementation
& Operation (Do)
• Structure and Responsibility
• Training, Awareness, and Competence
• Communication
• Document Control
• EMS Documentation
• Operational Control
• Emergency Preparedness and
Response
Management
Review (Act)
Checking &
Corrective Action
(Check)
• Monitoring and
Measurement
• Nonconformance/
Corrective and Preventive
Action
• Records
• Audits
ESOH Policy
Statement
Planning (Plan)
• Environmental Aspects and
Safety & Occupational Health
Risk Assessment
• Legal and Other Requirements
• Objectives and Targets
• Mgmt. Programs
84. DEFENSE NATIONAL STOCKPILE CENTER
Monitoring and Measurement
• Required to monitor and measure key
characteristics of operations and activities
that have a significant impact on the
environment
• Equipment used to monitor operations must
be properly calibrated
• Includes recordkeeping to evaluate
conformance with objectives and targets
85. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1013 – Monitoring and
Measuring
• Can be found online at:
– Monitoring and Measurement
• https://www.dnsc.dla.mil/iamthekey/igd1013.htm
86. DEFENSE NATIONAL STOCKPILE CENTER
Evaluation of Compliance
• Must periodically evaluate compliance with
legal requirements and
• Must keep records of all compliance
evaluations
87. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1014 – Evaluation of
Compliance
• Can be found online at:
– Evaluation of Compliance
• https://www.dnsc.dla.mil/iamthekey/igd1014.htm
89. DEFENSE NATIONAL STOCKPILE CENTER
Nonconformity, Corrective Action, and
Preventive Action
• The EMR receives the audit reports and provides
them to the corrective action coordinator (CAC).
• CAC creates a list of findings (Corrective Action
Summary Report [CASR]).
• The CAC will forward copies of the updated
CASR at the end of each calendar quarter to The
Director, Materials Management and subordinate
Division Chiefs
90. DEFENSE NATIONAL STOCKPILE CENTER
Nonconformity, Corrective Action, and
Preventive Action
• Each non-conformance should be evaluated to identify root
cause
• The EMR and CAC will identify root cause and corrective
action and send to action officer
• Action office will be responsible for corrective
nonconformance
• EMR and CAC will communicate lessons learned to the
Depots
• Once a quarter the action officer will report the status of
corrective and preventive actions to CAC
• CAC will update CASR spreadsheet and track metrics
91. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1015 – Nonconformity, Corrective
Action, and Preventative Action
• Can be found online at:
– Nonconformity, Corrective Action, and Preventive
Action
• https://www.dnsc.dla.mil/iamthekey/igd1015.htm
92. DEFENSE NATIONAL STOCKPILE CENTER
Control of Records
• Example of an ESOH Record
– Anything demonstrating conformance with
requirements
– Records required by permits
– Facility specific permits
– Depot Information Systems
– Records required by ESOHMS
93. DEFENSE NATIONAL STOCKPILE CENTER
Control of Records
• Records must be legible
• Records must be retrievable
• Record retention based on the type of record
– Some regulations require specific retention
times
– All ESOHMS records that do not have a
regulatory defined retention time will be kept
for three years
94. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1016 – Control of Records
• Can be found online at:
– Control of Records
• https://www.dnsc.dla.mil/iamthekey/igd1016.htm
95. DEFENSE NATIONAL STOCKPILE CENTER
Internal Audits
• Required to conduct periodic internal audits
to assess the conformance of operations to
the specified requirements of ESOHMS
• Audit results are presented to management
• Audit procedures must cover the scope,
frequency, methodologies, responsibilities,
and requirements for conducting audits and
reporting results
96. DEFENSE NATIONAL STOCKPILE CENTER
Internal Audits
• Scope of ESOHMS internal audit shall
include the following:
– Review of documents contained in ESOHMS
manual
– Review of following documents as applicable:
• Operations and Logistics Storage Manual
• DoD/DLA policies
• Depot memoranda
• Past corrective actions
97. DEFENSE NATIONAL STOCKPILE CENTER
Internal Audits
• EMR or designee is responsible for internal
audits
• Audit team shall include the EMR or others
with experience working under or auditing an
EMS
• Internal audit shall be conducted at least
annually
• Formal written report will be developed at
conclusion of audit
98. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1017 – Internal Audits
• Can be found online at:
– Internal Audits
• https://www.dnsc.dla.mil/iamthekey/igd1017.htm
99. DEFENSE NATIONAL STOCKPILE CENTER
CHECK Summary
• IGDs for the following ESOH Elements are
located on Iamthekey:
– Monitoring and Measurement
– Evaluation of Compliance
– Nonconformity, Corrective Action, and Preventative
Action
– Control of Records
– Internal Audit
101. DEFENSE NATIONAL STOCKPILE CENTER
Picturing the ESOHMS
Implementation
& Operation (Do)
• Structure and Responsibility
• Training, Awareness, and
Competence
• Communication
• Document Control
• EMS Documentation
• Operational Control
• Emergency Preparedness and
Response
Management
Review (Act)
Checking &
Corrective Action
(Check)
• Monitoring and
Measurement
• Nonconformance/
Corrective and Preventive
Action
• Records
• Audits
ESOH Policy
Statement
Planning (Plan)
• Environmental Aspects and
Safety & Occupational Health
Risk Assessment
• Legal and Other Requirements
• Objectives and Targets
• Mgmt. Programs
102. DEFENSE NATIONAL STOCKPILE CENTER
What is a Management Review?
• Your thoughts?
• A regularly scheduled opportunity for top
management to review the management system
and ensure continuing suitability, adequacy, and
effectiveness.
103. DEFENSE NATIONAL STOCKPILE CENTER
ESOH Required Management
Review Inputs
• Management review inputs include
a) Results of audits,
b) Communication(s) from external interested parties,
c) Environmental performance of the organization,
d) Extent to which objectives and targets have been met,
e) Status of corrective and preventive actions,
f) Follow-up actions from previous management reviews,
g) Changing circumstances, including regulatory developments, and
h) Recommendations for improvement.
i) Results of incident investigations
• Outputs from management reviews include decisions and actions
related to the management system which must be available for
consultation and communication
104. DEFENSE NATIONAL STOCKPILE CENTER
DLA Strategic Materials
Management Review: IGD 1018
• 1.0 PURPOSE
– Provides guidance for the semiannual “Top Management”
reviews of the ESOHMS.
• 2.0 PROCESS
– 2.1 Participation
• Top Management is defined as the Administrator and Deputy
Administrator. Other management personnel may include the
following:
a) Distribution Facilities Manager
b) Directorate of Material Management
c) Others as applicable
105. DEFENSE NATIONAL STOCKPILE CENTER
DLA Strategic Materials
Management Review: IGD 1018
• 2.2 Elements of Top Management's Review
– Top Management shall review various aspects of the
ESOHMS periodically to ensure
a) Environmental suitability, adequacy, and effectiveness of the
ESOHMS performance
b) The need for changes to the ESOH Policy Statement
c) The need for changes to objectives and targets and other elements
of the ESOHMS, as appropriate
d) Results of the ESOHMS and other formal audits and assessments
and follow-up actions (as necessary)
e) Measurements of key environmental and safety and health
performance indicators including corrective and preventative
measures
106. DEFENSE NATIONAL STOCKPILE CENTER
DLA Strategic Materials
Management Review: IGD 1018
• 2.2 Elements of Top Management's Review (cont)
– Top Management shall review various aspects of the
ESOHMS periodically to ensure
f) Analysis of business, regulatory, and other appropriate
trends/issues
g) Concerns expressed by interested parties or external constituencies
h) Discussion on continual improvement
i) ESOHMS suitability, adequacy, and effectiveness related to the
environment and our mission objectives
j) Review communications/concerns from external interested parties,
and review the status of Corrective Actions
107. DEFENSE NATIONAL STOCKPILE CENTER
DLA Strategic Materials Management Review:
IGD 1018
• 2.3 Adequacy of Information
– DLA Strategic Materials will ensure that the information
required to enable review facilities is made available
• 2.4 Method and Frequency of Review
– Top management evaluates ESOHMS
– Performed in two steps: Audits and annual management
review
– Purpose: Review the progress of installations efforts in
meeting objectives and targets and improving the overall
ESOHMS process
– Minute meetings are required to be kept
108. DEFENSE NATIONAL STOCKPILE CENTER
Final Notes: Maximizing
Management Review
1) Top Management is defined as the Administrator
and Deputy Administrator.
– It is the depot’s responsibility to feed the appropriate
information up to the HQ.
109. DEFENSE NATIONAL STOCKPILE CENTER
Final Notes: Maximizing
Management Review
2) Consider leading and lagging performance indicators:
• Lagging Performance Indicators:
– # of noncompliance incidents and # of repeat incidents
– # of noncompliance audit/assessment findings and # of repeat findings
– # of active regulatory investigations
– % completion of corrective actions
• Leading Performance Indicators:
– % conformance to assessments/audits plan
– % of regulatory requirements without documented operational controls
– % of workers trained on operational controls
– # of regulatory MOCs completed/outstanding
– % of complete workplace observations
– % of documented operational controls review cycle overdue
110. DEFENSE NATIONAL STOCKPILE CENTER
Final Notes: Maximizing
Management Review
3) Management Review is your chance to
• Get management support
• Inform management of potentially operational risks
• Brag on your program’s successes
111. DEFENSE NATIONAL STOCKPILE CENTER
IGD 1018 – Management
Review
• Can be found online at:
• Management Review
– https://www.dnsc.dla.mil/iamthekey/igd1001.htm
112. DEFENSE NATIONAL STOCKPILE CENTER
Questions?
• If you have questions or would like more
information:
– Visit https://www.dnsc.dla.mil/iamthekey
– Talk to your supervisor or the ESOHMS Management
Representative, Randy Nida