ecap workshop environmental support services for … · nordic e-coop – denmark, norway, sweden,...

ECAP WORKSHOP

ENVIRONMENTAL SUPPORT SERVICES FOR SMES:

PUBLIC AND PRIVATE NETWORKS

Date:

30/06/2009

Venue:

Benczur Hotel Budapest

http://ec.europa.eu/environment/sme/

Internal working document, ECAP workshop – 30.06.2009 2

LIST OF BEST PRACTICES THAT WILL BE PRESENTED DURING THE WORKSHOP ON THE 30TH OF JUNE 2009 IN BUDAPEST, HUNGARY

BE SMARTER NETWORK – BELGIUM, ESTONIA, FRANCE, GERMANY, HUNGARY......................................................................................................................3!

CLEAN BUSINESS PROGRAMME - POLAND......................................................7!

CONSER-PRATO - ITALY ...............................................................................10!

EKJA - ESTONIA ...........................................................................................13!

ENWORKS - UK.............................................................................................16!

HACKEFORS MODEL - SWEDEN.....................................................................20!

KÖVET - HUNGARY .......................................................................................23!

METTTES – MALTA / HUNGARY.....................................................................26!

MODELL HOHENLOHE E.V. - GERMANY .........................................................28!

NORDIC E-COOP – DENMARK, NORWAY, SWEDEN, FINLAND, ALAND, ISLAND, FAEROE ISLANDS .........................................................................................31!

Note: This is an internal working document addressed to the participants of the ECAP workshop on ‘Environmental support services for SMEs: public and private networks.’

Not for dissemination.


Be Smarter Network – Belgium, Estonia, France, Germany, Hungary

Representative: Marcel van Meesche

Role in the creation of the best practice: Coordinator of the project

Name BE Smarter: Sustainable Management Action Research Training Environment Resources

Logo

Country Belgium, Germany, Estonia, France, Hungary State, Region

Executing organisation

Eco-counselling Enterprise SCRI; Stockholm Environment Institute Tallinn Centre (SEI-T); Hungarian Association for Environmentally Aware Management (Kovet); Saar Lor Lux Umweltzentrum des Handwerks; Modell Hohenlohe Netzwerk betrieblicher Umweltschutz und nachhaltiges Wirtschaften E.V.; Institut Bruxellois pour la Gestion de l’Environnement (IBGE); Agence Régionale Pour l'Environnement Midi-Pyrénées – ARPE Midi-Pyréénes ; ICHEC-Entreprises (department ICHEC asbl of Brussels Management School ICHEC); ALEAUR; Förderkreis Umweltschutz in Unterfranken (FUU) e.V.

Target groups 100 environmental consultants; 200 SMEs; Regional Chambers of Commerce, Regional Development Agencies and the MoEs.

Objectives The aim of this Thematic Network is to define and promote cost effective, light and participatory management approaches to enable:

• 100 consultants to improve their coaching for the implementation of environmental management systems and other market requirements • Environmental auditors to verify and certify environmental management systems in SMEs at lower costs • SMEs to improve their environmental performance, flag their improved performance and be more competitive on the market • Training institutions to improve the technical capacity of the consultants and SME representatives • Public authorities to develop lean support programmes with an improved quality/cost ratio

Background With the revision of EMAS, small business consulting offers a very dynamic business segment that can be further developed. Adequate cost effective new services can generate a significant number of jobs in this area. Public support programmes have to be adapted and focussed on innovative cluster approaches.

SME’s are not able to implement EMS without financial support. Support


programmes have to be enhanced to allow SMEs easier access to innovative cluster programs.

Institutions active in consulting, training and supporting SMEs got together to set up the BE-SMARTER network and offer European consultants new coaching and IT tools to better address SME’s needs in terms of environmental management systems.

Project description The BE-SMARTER network is mainly composed of environmental management system practitioners organised in 5 different European countries, of which 2 are new member states. The aim of the Thematic Network is to train an average of 100 environmental consultants in Europe to better coach SMEs for the implementation of environmental management systems. The project operationalises its objectives as follows:

• Highlights and disseminates best practises of regional public institutions and networks which have developed efficient support mechanisms and incentives for small business following a voluntary approach • Promotes models and practices which drastically lower the transaction costs for small business to access international EMS standards, EU voluntary labels or the EMAS Regulation • Organize hands on workshops and seminars to build capacity among the European consultant community to practise lean and informal approaches to EMAS ISO 14001 and to lower the barrier of access for SMEs • Adapt existing smart on line models, which allow consultants to assess the economic and environmental benefits of their coaching activities. This will allow public agencies to assess the effectiveness of their support programmes • Promote and develop the stepping stones which are required to move from small regional management approaches to the demanding EMAS regulation and ISO 14001 • Innovate in “E Learning by doing “ by delivering individual capacity building in parallel to stand alone or integrated management systems in SMEs using IT and personal tutoring • Promote and experiment with cluster approaches to create new jobs in the environmental field and lower transaction costs for SME’s The 3 year Leonardo programme should assist in developing and disseminating the next generation of support mechanisms and tools used by consultants, public agencies and certification organisations to deliver appropriate support to small Business EU wide.

Method Consortium members are working together to develop an “E-learning by doing“ approach which will combine customised IT elements and personal tutoring for the stand alone implementation of environmental management systems in SME’s. It will be composed of a training for consultants package (which will consist in a face-to-face training of 3 days, to train the consultants at national level) and an E-learning platform (to allow consultants to learn from a distance and to report on their progress).

Each consultant participating to the training will be coached by a tutor who is part of the Thematic Network consortium members. Tutors will:

• recruit consultants at national / regional level • assist with the training of the consultants


• follow the consultant’s progress online via the E-learning platform • organise a “helpdesk” to give instructions and answer consultant’s questions The training package and the “E-learning platform” will be translated and adapted in each partner country language (French, Dutch, German, Estonian, Hungarian).

During their learning phase, the consultants will have to implement ISO 14001:2004 and EMAS in 2 SMEs. They will have the opportunity to download and use the various tools that are available on the E-Learning platform and to report on the implementation progress of their SMEs online.

During and after the trainings, feedbacks from consultants and SMEs will be taken into consideration to adapt and update the training package.

Advantage The strength of the network resides in the fact that the members of the proposed network have been active service providers for many years to SMEs at different levels. They provide either innovative tools for environmental management, consultancy, regional support and labelling schemes or training for SMEs and consultants.

The network is financially supported and endorsed by Regional Environmental Agencies, Regional Economic Development Agencies and Chambers of Commerce. This gives additional credibility and strength to the initiative.

Certification, recognition

For the consultants, 3 levels of diplomas: • After face to face participation in programme: attendance diploma • After Internal Audit by Tutor in SME: qualification diploma • After Certification / Registration: proficiency diploma (European

Diploma) For the participating SMEs: EMAS, ISO 14001

Public subsidies and costs

589 172,00 EUR (75% EU funded)

SME Financial contribution

Varies from country to country. Each partner in the network helps consultants to find regional funds to cover part of their coaching days. In Belgium 50% of the consultancy costs are supported by regional funds. In Germany and in France, as consultants are coaching clusters of SMEs, the funding rate goes up to 70%.

Donor, Fund European Commission, DG Education and Culture (EACEA) 75% National or regional fundings

Result, case studies

Already 3 trainings have been delivered in April and July 2009 (in France and in Hungary). Other trainings are planned in September 2009.

Links http://www.be-smarter.eu Contact Person Marcel van Meesche, Eco-Conseil Entreprise

Phone : +32 / 2 644 96 69 Email: [email protected]


Factors which contributed to the success of the best prac-tice: Brings together different partners (consulting sector, training institutions, NGOs, MoE and SME support associations)

Further develops proven concepts like EMAS Easy

Embeds the BE-SMARTER project within institutions like MoE, Chambers of Commerce, Regional development agencies.

Difficulties encountered in the development of the best practice:


Clean Business Programme - Poland

Representative: Joanna Wegrzycka

Role in the creation of the best practice: She is responsible for the management of Clean Business (CB) programme, creation of the CB organizational structure (16 CB Clubs, 400 companies), development of new services offered to the companies, implementation of new projects within CB programme, cooperation with partners, fundraising (preparation and elaboration of grant applications for environmental projects to national and international institutions)

Name Clean Business Programme

Logo

Country Poland

State, Region Malopolska

Executing organisation Polish Environmental Partnership Foundation

Target groups SMEs, big companies, local authorities

Objectives Clean Business was designed as a self-help scheme to motivate SMEs to:

• improve their own environmental performance by achieving cost-savings and increasing their competitiveness;

• undertake joint action with other companies to bring about environmental improvements in a specific geographic area, such as the surroundings of a factory, or in communities which are important for the company’s products or services;

• get involved with partners from the public and civil society sectors in longer term action for the environment and social revitalization of local communities.

Background Initiated in 1998, as a joint effort involving the Polish Environmental Partnership Foundation (PEPF), Groundwork UK and BP, Clean Business set out to find a way of encouraging Poland’s 2.3 million SMEs to make environmental action and community engagement part of their day-to-day business operations.

By teaming up with BP and Groundwork UK, the Foundation was able to draw on the resources, know-how and expertise of a large multinational highly committed to environmental action and a leading UK NGO experienced in mobilizing business and voluntary groups to work together on environmental improvement projects at the local or community level.

Project description The Clean Business Programme, operated by the Polish Environmental Partnership Foundation, responds to environmental needs of Poland's small and medium-sized enterprises (SMEs). The Programme


demonstrates through practical examples that improving environmental performance does not necessarily mean higher costs and bureaucracy. On the contrary, good management means making environmental considerations part of day-to-day operations in order to make business operations more cost-effective and profitable.

The Clean Business Programme is delivered through Clean Business Clubs, which bring together companies from a defined geographical area. There are now 16 Clubs in operation, engaging about 400 companies located in the regions of Malopolska, Silesia, Podkarpacie, Mazowsze, Swietokrzyskie and Pomerania. The programme is committed to establishing further Clean Business Clubs, where local companies and governments make a commitment to improving environmental performance.

Method Key benefits of the programme are in its emphasis on self-help rather than expensive consultancy (which SMEs can rarely afford), and a practical demonstration that improvements can best be achieved through a company’s own employees.

Companies join a Clean Business Club to access programme services, which provide advice, training and opportunities through an information center and a network of environmental advisors. This suite of services is aimed at: • lowering production costs and increasing profits by improving

management of waste, energy other resources; • reducing environmental impacts of business operations; • learning from the practical experience of other Clean Business

companies. In return for receiving advisory services, companies commit to improving their environmental performance based on an environmental review of operations carried out by Foundation specialists. On the basis of the review, the company is expected to introduce an environmental policy, undertake practical problem-solving in production processes and develop environmental management systems.

Advantages The programme: • enables companies to make more efficient use of their resources; • reduces pollution; • ensures companies’ compliance with environmental, health and safety

regulations and helps companies adapt to EU standards; • enables companies to access the latest international environmental

technology; • enables companies to motivate their workforce to take action on health,

safety and environment; • enables companies to develop business links with companies that place

a premium on environmental performance and continuous improvement; • enhances companies” ability to safeguard jobs and provide

opportunities for staff development. Certification, recognition

In 2000, Clean Business launched an annual award scheme to celebrate the achievements of Clean Business companies. Winners of the Clean Business Awards go on to compete for the European Business Awards for the Environment organized by the European Commission.

Public subsidies and Life Environment (500 000 EUR), EEA Financial Mechanism and the


costs Norwegian Financial Mechanism (1000 000 EUR)

Donor, Fund BP, Ricoh, British Foundation Know-How, Doen Foundation, Mott Foundation

SME contribution Free

Result, case studies

Links http://www.czystybiznes.pl/eng/new_project.html

Contact Person Joanna Wegrzycka, project manager

[email protected]

Factors which contributed to the success of the best prac-tice: - Cross-sector partnership between Foundation (NGO), BP (corporate partner),

Groundwork

- Financial long-term support from BP

- The method of cooperation with companies: long term, based on mutual confidence, direct contact with every participating company through a coordinator or an auditor, supported grass-roots undertakings initiated by the companies and their workers, based on the companies’ own reserves and know-how, as well as the experience gathered by other SME’s, without the necessity of using the expensive services of outside consultants

Difficulties encountered in the development of the best practice: The main difficulties in developing Clean Business were the general lack of interest of the polish SMEs. There was little recognition that environmental improvement can be a business opportunity rather than additional cost and burden. A further difficulty was the enforcement of increasingly complex regulations regarding environment and a lack of support from public authorities


Conser-Prato - Italy

Representative: Pierpaolo Dettori

Role in the creation of the best practice: His role is to propose new initiatives to CONSER having found the necessary financing to implement the mandate given by members: "Do not ask for to us a euro, but let us save immediately". If the initiatives are approved by CONSER, he must then implement and manage them. This approach highlights the importance and the need for a SINGLE MANAGER ENTITY for an industrial area.

Name Conser-Prato Logo

Country Italy State, Region First Macrolotto of Prato Executing organisation Conser

Target groups 380 micro and small sized enterprises

Objectives The social aim of Conser is to provide its members and their employees with centralized services in order to achieve the following aims:

• To realize scale economies in favour of the micros and small enterprises and their employees

• To involve the micro and small enterprises in voluntary and lasting programmes for social and environmental improvement

• To encourage a work / life balance • To prove that Conser is not a cost but an investment for its

members Background The First Macrolotto is the most important industrial area in Prato, the

well-known textile center. The First Macrolotto covers an area of 150 hectares where about 380 micro and small enterprises and almost 3.000 employees work.

Project description Conser is first committed to study and develop innovative centralized services that the market does not provide. This is done in order to obtain a continuous and voluntary improvement of environmental and social impact for the whole production area.

Services provided

• Centralized water recycling (COOP IDRA) • Companies nursery (CONSER) • Centralized laundry service (CONSER) • Centralized pharmacy (CONSER) • Car Pooling (CONSER) • Time Manager of INDUSTRIAL AREA (CONSER) • Mobility Manager of Industrial Area (CONSER) • Centralized postal service (CONSER) • Distributed production of green energies


Method "CONSER" also provides training and counselling to companies and thus supports and supervises them in developing their own policies and internal control systems. This joint approach of addressing environmental impacts at individual firm level with a central co-ordinating and monitoring body has led to greater overall environmental benefits. The existence of a co-ordination and expertise business area manager, like "CONSER", can also be seen as a key driver for the generation of firm participation and commitment. Being able to exchange with environmental engineers working for "CONSER" means having direct access to expert knowledge that potentially increases a the competitiveness of a company located within the industrial area as compared to competitors located outside.

Advantages • Firstly, the private but collective management of the area helped to bring forward a constant process of identification and assessment of companies' needs and interests. This allowed the associative management, in the form of "CONSER", to address these needs and thus contribute to the area's attractiveness for companies;

• Secondly, the membership of companies in the area's consortia helped to pool public investment and increase private co-funding of projects. This was a great incentive for the public sector to pilot innovative programmes, such as EMAS; and,

• Thirdly, as the example of EMAS shows, companies can gain competitiveness over firms located outside the programme area and at the same time contribute to the overall environmental sustainability of the area. This dual advantage combines collective public interests with profit or cost saving at the level of the micro or small enterprise.


From the late 1990s, the Eco-Management and Audit System (EMAS) has been actively implemented in Macrolotto Nr. 1. "CONSER" acts as the EMAS co-ordinator and is in charge of the common part of the area’s EMAS, monitoring all environmental impacts associated with power generation, waste management and transport.


The Italian law does not provide any kind of public subsidies to support the actions of the manager of the industrial areas for social and ecological improvements. The costs for the administrative management of the “horizontal condo First Macrolotto of Prato” are covered by a yearly contribution of !/m" 0,175.


CONSER members –the micro and small enterprises working in the First Macrolotto- are not required to contribute to the expenses of the centralized services.

Donor, Fund For this reason CONSER implemented a sponsors’ net comprising companies who are willing to cover the costs to make their products and services known to the 380 micro and small enterprises and their 3.000 employees

Result, case studies CONSER checks the results of the initiative by surveying the quantity of saved water, the lower emissions of CO2, the money savings, the time saved, etc.

Links www.conseronline.it Contact Person Dott. Pierpaolo Dettori

E-mail : [email protected]


Factors, which contributed to the success of the best prac-tice: The main factor leading to success was the belief by CONSER that micro and small enterprises (mSEs) can gain from economies of scale if CONSER programmes of social and environmental improvement operate within a specific geographical production area. The SINGLE MANAGER ENTITY of a productive area must represent an INVESTMENT, NOT A COST.

Difficulties encountered in the development of the best practice: The main difficulties encountered are of a legislative and cultural nature. All the laws of the countries of the Community (and not only those about environmental protection) are laws, which govern the behaviour of individual enterprises. The laws do not state how the production areas must be set up to ensure not only the development of environmentally sustainable production, but also the economies of scale from which the mSEs benefit. Additionally there is no professional profile of a "manager for a production area" whose role would be to propose and implement programs that can improve the environmental and social impact of the whole area and at the same time to attract and involve the mSEs by demonstrating the savings that economies of scale can produce.


Ekja - Estonia

Representative: Viire Viss

Role in the creation of the best practice: She "gave birth" to EKJA - organising the first general meeting, drawing up the Statutes of the organisation, contacting the potential member companies etc. For 6 years she has been organising the everyday activities of EKJA (seminars, general and Board meetings, newsletters, study visits, working groups, administrating the web-pages and e-mail lists etc).

Name Network of companies on environmental management Logo

Country Estonia State, Region - Executing organisation Estonian Association for Environmental Management (EKJA) Target groups Enterprises, organisations, individuals

Objectives The main objective of the Association is to bring together enterprises, organisations and individuals, who need help, support and information related to corporate environmental management for solving environmental problems, reducing impact to the environment and ensuring sustainable development of society. The Association would like to act as moderator between enterprises and state institutions and the whole society while representing and protecting its members’ interests in environmental issues.

Background Founded in April 21, 2003 within the project “Unternehmensverband für Umweltbewusstes Management für die Baltischen Länder” (BALTEMA) (2002-2005) which aimed to develop and promote environmental management in the Baltic States. The project was financed by the Deutsche Bundesstiftung Umwelt (DBU).


Project description Activities of the Association:

• Collects, collates and distributes environmental information, including information about environmental legislation; keeps a current database for this purpose.

• Organizes meetings, conferences and other events to enable networking and distribute environmental information, as well as to identify and represent the interests of its members.

• Organizes the publishing of assistance, training and information materials and publications.

• Organizes environmental training and distributes contemporary information about sustainable methods of environmental management.

• Represents the interests of its members in environmental legislation collaborates in the development of environmental legislation with state authorities and governmental bodies.

• Establishes and develops contacts with other organisations and individuals, and acts as a representative of the members of the Association.

Method

Advantages Non-sectoral and non-profit umbrella organisation (on environmental management) for enterprises; partner for cooperation for authorities;


-


-


Membership fees (differentiated, depending on the size of the company)

Donor, Fund Relevant project based financing programmes (e.g Norwegian and EEA Financial Mechanisms)

Result, case studies -

Links www.ekja.ee Contact Person Ms Viire Viss: [email protected]

Factors, which contributed to the success of the best practice: There is no other NGO in Estonia, which is focused (horizontally) on environmental management issues. Historically there is an attitude that enterprises are the enemies of the environment and nature. Enterprises found it attractive to have an organisation which, from one side, promotes sustainability and environmental management issues at company level, and on the other protects its members interests in environmental issues (e.g cooperation with the authorities on legal issues).

The Association acts as moderator between enterprises and state institutions and society in general.


Difficulties encountered in the development of the best practice: There have been no big difficulties in organising EKJA activities. Sometimes it is difficult to get EKJA members involved in some activities, or they do not show their initiative. Therefore the secretariat has to be active in "pushing" members to participate in different activities/events. It took time for EKJA to be an acceptable partner for the Ministry of the Environment.


Enworks - UK

Representative: Todd Holden

Role in the creation of the best practice: As the Director of ENWORKS, his role is to ensure that ENWORKS understands and meet the expectations of its key stakeholders ensuring they are able to recognise the contribution ENWORKS is making to their shared goals. A key element for this is communicating what ENWORKS does and what they it has achieved in a way, which is easy for stakeholders to understand and shows the benefits. He is also the lead person responsible for attracting future funding and responsible to the partnership Board for the overall delivery of the programme.

Name ENWORKS Logo

Country UK State, Region North West of England Executing organisation Groundwork UK (environmental charity)

Target groups All types of businesses, approximately 70% of activity is with SMEs.

Objectives To ensure that high quality environmental business support is available to all businesses throughout the region and is delivered in a coordinated way, avoiding duplication, increasing synergy and allowing good practice to be shared.

Background The ENWORKS Partnership was established in 2001, and supported business on Health, Safety and Environmental issues. In addition, it also involved a large scale environmental training programme funded by the European Social Fund.

The programme has changed over time and become more focused on reducing environmental risk and improving resource efficiency (water, energy and materials). Over recent years Energy has become a key issue in many businesses.

ENWORKS is governed by an independent partnership board representing NGOs, and the Public and Private Sector.

Project description ENWORKS is a unique business support programme coordinating environmental advice, training and support to businesses throughout the Northwest of England.

Environmental Support

The business benefits of good environmental performance are considerable – cost savings, reduced risk, new market opportunities, legal compliance, greater productivity, lower running costs and enhanced image. Through ENWORKS, companies can access on-site support from a professionally qualified advisor on a range of issues including: assistance with legal compliance, the development of environmental policies and action plans, corporate responsibility


reporting, and the identification and implementation of working practices that are efficient in the use of raw materials, water and energy.

The provision of informative seminars and accredited training courses is central to the Programme as ‘skills transfer’ ensures the long-term sustainability of improvements. ENWORKS is a registered training centre for both the Chartered Institution of Wastes Management (CIWM) and the Chartered Institute of Environmental Health (CIEH).

ENWORKS Toolkit

The outcomes of the programme (CO2, water and materials saved) are monitored and quantified using the ENWORKS Online Toolkit. This is web-based software that allows businesses to record, prioritise, track, report and implement their opportunities for improved resource efficiency. It automatically calculates the cost savings and environmental benefits for each opportunity, and has proved invaluable in removing barriers to environmental improvements and providing a robust business case for change. The Toolkit also supports Programme management by collating cost savings and environmental benefits for the region and allowing good practice to be identified and shared. The Toolkit has been well received in the North West and a wider roll-out is now underway through several other English Regional Development Agencies.

Coordination

One of ENWORK’S key remits is to ensure business support services are co-ordinated within the region, reducing duplication between partners’ activities and ensuring consistently high quality service provision to businesses. ENWORKS is the managing body for Environment Connect, a service launched in 2006 to provide a single point of contact for all environment related queries for Northwest business. Environment Connect assists businesses to identify and access the most appropriate support from both regional and national agencies.

Method ENWORKS delivers its advice and support though a local network of 7 delivery organizations, with approximately 50 full time equivalent staff working on the programme. The programme can also draw down specialist support from a bank of 40 private sector environmental consultants. In addition ENWORKS is running 6 innovation projects (!100k-!120k each) which look at different ways in which businesses can be supported.

Advantages • Enables large scale projects to be developed and implemented quickly, providing good economies of scale and the necessary engagement with key partner organizations.

• Creates strong regional and local networks of key stakeholders. • Provide a strong regional voice to promote the value and impact of

Business Resource Efficiency. • Accurate data capture provides invaluable real time strategic and

management information. • Provides an effective mechanism for communicating information to

and from the very local to the regional and national level. Certification, recognition

ENWORKS does not provide companies with any form of certification.

Public subsidies and The activity is almost 100% funded by the public sector, with funds from


costs the UK Government, and the European Regional Development Fund, both accessed by the North West Regional Development Agency. The current value of the programme in 2009/10 is £4.15m (!5m).


As the programme, which supports SMEs is funded by the European Regional Development Fund there is no contribution from SMEs. In previous programmes SMEs have contributed a small amount, but it has been very difficult to secure this funding, which often outweighed the value of the contribution made.

Donor, Fund UK Government, and European Regional Development Fund both accessed via the North West Regional Development Agency

Result, case studies Since 2004, ENWORKS Resource Efficiency Programme has helped save companies:

• £63 million through improved resource efficiency; • 220,000+ tonnes of CO2; • 3,000,000+ m3 of water; • 180,000+ tonnes of raw materials per annum. • 100,000 tonnes of waste diverted form landfill

Links www.enworks.com Contact Person Todd Holden, Director: [email protected]

Factors, which contributed to the success of the best prac-tice: Key hard factors which has enabled ENWORKS to excel are:

- A recognition by key regional stakeholders that things needed to change, this led to the creation of the independent partnership board and gave funders the confidence to invest.

- The ability to monitor environmental savings through the toolkit gives confidence to partners and enables accurate forecasting for future funding proposals.

- Availability of longer term funding (3 years +) providing a stable base enables staff to be retained.

- A forward thinking economic development agency which recognises the value of good environmental performance within businesses

Difficulties encountered in the development of the best practice: - Trying to measure what the really important outputs are for environmental best

practice (CO2, water and material savings) not just the normal public funding outputs (jobs, sales, people trained).

- Trying to bring together a wide range of different delivery organisations, with different skills, knowledge, technology, and history to use standard systems and procedures.

- Showing a relationship between work practices and the changes observed in businesses

- The sometimes-restrictive rules and bureaucracy associated with public funds particularly the European Regional Development Fund.


- Trying to recruit staff with the right skills and knowledge, this has been an ongoing challenge from day 1.


Hackefors Model - Sweden

Representative: Bujtas Gyula

Role in the creation of the best practice: Altea AB´s role is to be a uniting co-coordinator and to supply the companies with the Altea AB model including templates and knowledge.

Name Hackefors Model Logo

Country Sweden State, Region Executing organisation The initiative was developed by a private company, Altea AB, which first

applied it to the district to which it belonged: the Hackefors district. The company is currently running the initiative in other districts, where it acts as consultant and co-ordinator, selling the model as a service.

Target groups The target audience is clusters of SMEs. Usually participating companies belong to the same sector of industry or to the same company group.

Objectives The initiative provides assistance with environmental compliance and aids the environmental performance of enterprises, through the adoption of ISO 14001. Recently, most enterprises that have participated have acquired both 14001 and the quality management certification ISO 9001.

Background SMEs were not able to cover the expense and time needed to achieve ISO 14001 certification. Groups of enterprises then found it more effective to develop a network approach, thus saving costs in terms of consultancy services and administrative workload.

Project description The model originated in the Hackefors industrial district in Sweden in 1997 and is a network approach to EMS implementation. All participating companies appoint an environmental manager; together the managers form the EMS group. From this group a steering committee is selected and a central co-ordinator appointed (see figure 1). The co-ordinator is responsible for the network and the common parts of the system, including common documentation. The co-ordinator acts as a hired and shared environmental manager of the group. A motivated and well-trained co-ordinator appears essential for the success of the approach.


Each enterprise develops its own EMS, although a large part of the documentation is identical for all companies (the EMS manual). Centralised handling and steering of many of the EMS documents saves the SMEs much of the administrative work. The initiative provides support to participating SMEs throughout all the stages of ISO 14001 until certification. The approach involves monthly meetings with homework, training for environmental managers and employees as well as dedicated enterprise visits.

Method Cf. Project Description

Advantage SMEs enjoy the benefits of being able to implement an EMS at reduced costs and with reduced administrative work. The model facilitates both implementation and maintenance of an EMS and provides training to the participating enterprises.



The total budget is related to the number of companies and networks adopting the model. Since Altea AB’s only activity is the management of the Hackefors model, we can take its turnover as an indicator of the scope of this activity. Altea currently employs 7 people, and its turnover is circa 5-6m SEK per year (!550,000 - 650,000).


Currently the model is reproduced on a commercial basis, meaning that SMEs have to pay for the service provided. However, SMEs involved in the initial Hackefors model had access for up to 50% government subsidy for training. When the initiative became a private commercial venture, it was able survive without public support, although the training provided was reduced. When publicly funded, the initiative provided 32 hours of training half funded by governmental subsidies. The cost of training borne by enterprise was !58 per employee. Once privatised, the number of hours for training has roughly been halved (16 hours). When subsidies were removed, there was not an increase in the participation fee paid by enterprises.

SMEs have to contribute themselves. The cost for participating depends on their size:

• 5 employees: 28,750 SEK (!3,087)

• 10 employees: 47,500 SEK (!5,100)

• 50 employees: 157,500 SEK (!16,909)

Currently most networks apply for an integrated management system, in order to obtain both an environmental and quality certification. The price for this kind of service is higher:

• 5 employees: 37,500 SEK (!4,026)

• 10 employees: 63,500 SEK (!6,817)

• 50 employees: 228,500 SEK (!24,532)

Donor, Fund Result, case studies The main outputs of the initiative are the drafting and implementation of

enterprises’ individual ISO 14001 environmental management systems, and integrated environment-quality systems. So far the initiative has involved approximately 600 firms in about 40 different networks, all


based in Sweden. In addition, in other countries 6 more companies obtained certification though the model, and 2 are about to achieve it. The great majority of companies involved are SMEs. Only two companies have more than a thousand employees: one of them adopted the model as part of a network, while the other achieved certification alone.

Links www.altea.se Contact Person

Factors which contributed to the success of the best prac-tice: The Hackefors Model makes it possible for SMEs, with limited financial and human resources, to implement a certifiable management system. Working in groups improves the motivation of those involved, helps to create new business contacts and leads to an increase in bargaining power. The networks provide big opportunities for exchange of information and knowledge.

Difficulties encountered in the development of the best practice: The Hackefors model has faced some resistance from certification bodies and the establishment to certify smaller companies in co-operation.


Követ - Hungary

Representative: Monika Besenyei

Role in the creation of the best practice: Awareness raising roadshow, to stress the importance of environmental protection for SMEs, promoting, for example, energy saving good practices (www.environmental-savings.com)

Name KÖVET Association for Sustainable Economies Logo

Country Hungary State, Region Budapest Executing organisation The main activity of KÖVET is to promote preventive environmental

solutions, and ensure information exchange primarily in the business sector. The organization acts as a platform for ongoing information exchange, with the aim of promoting environmentally aware business management, to find new ways for industry to reduce its environmental impacts and to help to use this as a basis for a competitive advantage. Kovet’s long-term goal is to assist organizations to become sustainable and responsible.

Target groups Business sector

Objectives • A non-profit and non-governmental association with public benefit status, and with a primary membership of companies;

• An institution to raise awareness, spread the idea and tools of environmental management and corporate social responsibility

• An organization experienced in implementing small- and large-scale EU and other public financed projects;

• A professional organization that provides assistance for small and large businesses on the way to sustainable development;

• A forum for environmental management leaders and ISO 14001 certified companies;

• A club of socially responsible corporations; • An independent and pragmatic green NGO, seeking solutions

instead of conflicts

Background KÖVET is the Hungarian member organization of INEM (International Network for Environmental Management), CSR Europe and Global Footprint Network through which it is linked to international sustainable business initiatives and projects.

Project description Main activities are: • trainings • demonstration projects • guidebooks • organizes events


• collects and distributes environmental management literature • deals with public and media work • provides ongoing information exchange • provides expert advice, and implementation of local and

international programs • experienced in implementing small- and large-scale EU and other

publicly financed projects. Method • Small and medium enterprises’ site evaluation by eco-mapping

• Introducing EMAS and ISO14001 Environment Management Systems with an easy method for small enterprises

• Identifying environmental savings- developments that bring ecological and environmental benefits at the same time

• Creating an environmentally friendly office • Green Office Evaluation • Environmental performance evaluation • Product life-cycle assessment • Increasing employees’ environmental awareness at all company

levels • Evaluation of environmental and sustainability reports • Strategic sustainability audit • Environmental benchmarking • Sustainable/CSR strategy • Environmental communication • Mapping and developing of employee and supplier awareness

Advantage KÖVET is a non-profit, non-governmental organization, free from lobbying interest, with a special public benefit status. KÖVET is neutral in political debates. Its members are not “green firms” but companies feeling responsibility for their environment, trying to realign their activities on this basis and committed to spreading the knowledge about environmental management.


EMAS Reg. No.: HU- 000005,


333.000 EUR


Some services are free of charge for the members of KÖVET, the others are 30-50% less for KÖVET members

Donor, Fund The main income of KÖVET is from member fees and proposals, the smaller part is from services and from occasional sponsorship

Result, case studies • Publications


o Awareness Raising ! Steps... towards sustainability ! Youth Exchange ! Alternative Entrepreneurs DVD ! Environmentally Aware Management CD

o Handbooks ! The Truly Responsible Enterprise ! Products and Environmental protection ! Green Office ! Environmental Performance Evaluation ! Green and Profitable

o Guides ! Why and How to be Environmentally Aware? ! EMAS 2001 - Put Simple ! Good Housekeeping ! Ecomapping

o Project reports ! TISOT ! GEMS-HU

o Case studies ! Money Back Through the Window

Links www.kovet.hu, www.zoldiroda.hu, www.ablakonbedobottpenz.hu, www.csrpiac.hu

Contact Person Csaba Bodroghelyi, Monika Besenyei

Factors which contributed to the success of the best prac-tice: Priority is given to information management, which is maybe the biggest barrier to environmental improvement among SMEs.

The Enterprise Europe Network (based on 400 organizations including Chambers of Commerce and Industry, and governmental offices like ITD Hungary) established an office in every Hungarian region, and is starting to organize local seminars, to help inform SMEs on legislation, funds and environmental protection. The activities include free consultancy on exporting goods, and environmental issues.

The subsidized activities include environmental reviews for SMEs, trainings, using of renewable energies, eco-innovation, and implementation of ISO 14001 or EMAS.

Difficulties encountered in the development of the best practice: The main barriers are the lack of environmental information, the incompetence of SME executives, and the mistaken belief that environmental protection is only the “hobby of the big ones”, and needs a lot of money. (To clear up this misunderstanding, many case studies were presented on the conference on how to save money with environmental measures. These good practices can be seen on www.environmental-savings.com) Another barrier is that small companies plan for only a short time, and only deal with environmental problems if they arise – SMEs do not think in strategic systems.


Metttes – Malta / Hungary

Representative: Mark Azzopardi (Malta)

Illona Buzas and Adrienne Füzeri (Hungary)

Role in the creation of the best practice: From the Hungarian perspective - Budapest University of Technology and Economics (BME)

• participated in developing the METTTES proposal and workplan / workpackages of METTTES;

• worked out a pilot - Regional Demand Profile (RDP) - for the Region of Northern Hungary in the field of water and wastewater treatment; later extended this RDP to the whole country;

• organised a pilot matching event in the Region of Northern Hungary (Miskolc), in 2007;

• coached subcontractors who undertook to work out RDPs for their region/country;

• organised the participation of Hungarian partners in matching events abroad; • organised a workshop in Miskolc in 2008 to promote TT cooperation between

Hungarian and foreign companies.

Name Metttes: More Efficient Transnational Technology Transfer in the Environmental Sector

Logo

Country Malta – Hungary – Various other EU Member States State, Region Various regions Executing organisation Zenit (NRW, Germany); Consiglio Nazionale delle Riceche (Rome, Italy);

Budapest University for Technology and Economics (Budapest, Hungary); Malta Enterprise (Malta)

Target groups New EU Member States and regions

Objectives To identify a more efficient methodology for transnational environmental technology transfer

Background METTTES arose from the low efficiency in technology (and know-how) transfer that resulted from the Innovation Relay Centre Network and the need to improve this. This low transfer rate existed in spite of the environmental requirements imposed on SMEs by EU Directives and standards.

Project´s description METTTES aimed at developing and testing a different, and more efficient, approach for the mediation of transnational technology transfer (TTT) co-operation agreements in the European environmental sector.

Method The METTTES methodology focuses mainly on Regional Demand in an area of need particularly relevant to the region. The idea is that if


high quality specific requests could be identified for environmental technologies or know-how, then it would be easier for a transfer to take place if the requesting company could be put in touch with an appropriate supplier.

The methodology includes the preparation of a regional demand profile (RDP) outlining the needs of the region in the chosen area. The RDP is to also to identify at least 5 high quality requests by companies for environmental technology of know-how.

Matching events were then organised in the regions of interest to which potential suppliers were brought to meet with the companies requesting technologies. The METTTES project also provided a brokerage service following up on any promising contacts made.

Advantage The main advantage was the focus on demand rather than supply which enabled a more effective brokerage service to be delivered to SMEs.


N/A


Project was funded (around 75%) by the EU


N/A

Donor, Fund 6th Framework Programme Result, case studies • 21 Transnational Technology Transfers achieved

• 12 Regional Demand Profiles prepared • 11 Matching Events organized • A number of negotiations still ongoing and passed onto the new

Enterprise Europe network Links www.metttes.eu Contact Person Mark Azzopardi – Malta Enterprise

Factors which contributed to the success of the best practice: Hungarian perspective:

• approach to promote TTT co-operations, method of RDP (taking into consideration environmental legislation);

• method of organising matching events (seminar followed by person-to person meetings). Both factors contributed to the unexpectedly high interest in the RDPs and matching events. The approach of taking into consideration environmental legislation for developing RDPs and organising matching events played a great role in the motivation and interest of relevant companies.

Difficulties encountered in the development of the best practice: Hungary: Lack of financial resources for introducing new technologies in Hungary.


Modell Hohenlohe e.V. - Germany

Representative: Kurt Weissenbach

Name Modell Hohenlohe Logo

Country Germany State, Region Baden-Württemberg Executing organisation Modell Hohenlohe non-profit organisation

Target groups All types of companies

Objectives To improve environmental and climate safety beyond legal requirements.

In terms of a sustainable economic development, the goal is to improve environmental protection and strengthen the competitiveness of the participating companies (reduction of costs through environmental measures) and consequently to secure employment in the region.

Background The Modell Hohenlohe was founded in Baden-Württemberg following the conflict around a plan to build a hazardous waste incinerator in the region. The intention: The enterprises wanted to avoid or to sustainably deal with so much hazardous refuse that the plant becomes unnecessary. In 1991, the enterprises involved formed working groups and began the work.

Project description The Modell Hohenlohe is a strong, non-profit community of 180 enterprises. The network stands for corporate responsibility in the fields of environmental and climate protection. Through the networking of existing regional and supra-regional capacities, the Modell Hohenlohe supports and improves sustainable consumption (the equal observance of ecological, economic and social matters), ecological awareness and the environmental responsibility of their members.

Consistently the network assumes a nationwide pioneering task and leads by example, e.g. in the field of environmental management. Since 2002, they assist companies at convoy projects to an EMAS validation.

In addition the Modell Hohenlohe has built up energy efficiency networks with the aim of reducing carbon dioxide emissions and saving money.

Method Building up learning networks In different fields of activity the Modell Hohenlohe creates learning networks. In each network 7 to 15 enterprises work together. The aim of the enterprises is to solve common problems. They share consultancy fees, learn from each other and boost the know how of the staff. At the beginning, an inventory is done and technical and organizational processes are looked at. Potential improvements are identified and an action plan for 1, 2, 3 years is set.


Advantages • Profit through cost reduction • Earlier Information is an edge over competitors • Legal security • Employee involvement • Exchange of experiences • Enhancement of skills of the staff • Process optimisation • Less environmental impact


The Modell Hohenlohe, as an organisation, has been EMAS registered since 2007.


The Convoy projects receive public subsidies in the länder of Baden-Württemberg. For SMEs achieving EMAS in an EMAS convoy project " up to 4000 ! each company. Excluding public subsidies the total costs for consultancy fees, the personnel fees, the cost for validation and the capital expenditures: between 12.000 and 40.000 ! for each enterprise.


EMAS-Convoy: Public subsidy only for the consultancy fees

From this share of total costs minimum 20%

Energy efficiency networks:

The financial contribution is different. It runs from 20% to 100%. Iand is dependent on the year of the start or the federal state. In the new program “30 Example Networks” (since 2008) the contribution is70%

Donor, Fund EMAS-Convoy: Ministry of the environment of Baden-Württemberg Energy efficiency networks: Ministry of the Environment of Baden-Württemberg, Federal Ministry of the Environment, Nature Conservation and Nuclear Safety of Germany, Deutsche Bundesstiftung Umwelt (one of Europe's largest foundations for environmental projects).

Result, case studies EMAS-Convoy: Since 2002 more than 30 companies in 7 EMAS Convoy Projects. Studies for the Ministry of the Environment of Baden-Württemberg (in German only). On a European level we share our experience with others by working together in the BE SMARTER Network. Currently (2007 – 2010) the partners are integrated in an e-learning project. The Network intends to train environmental consultants in Europe to better coach Small and Medium sized Enterprises for the implementation of environmental management systems.

Energy efficiency networks:

a) Several Networks since 2002.The Institute for System and Innovation Research Karlsruhe, has demonstrated that the enterprises who have taken part in the pilot project Hohenlohe increased their energy efficiency in 2007 in relation to the base year 2001 by 20.1 per cent. By 2007 the enterprises had reduced carbon dioxide emissions by 17.100. Each one ton reduction in carbon dioxide emission equates to 10 – 20 ! profit.

b) Between 2007 and 2009 the concept of developing the energy efficiency networks with partners from science and industry into a project management system was established. This is now


available. (®LEEN Management System for Local Energy Efficiency Networks)

c) In November 2008 a new program was started (30 Example Networks) with a budget of 10 million !, funded by the Federal Ministry of the Environment, Nature Conservation and nuclear Safety of Germany. The mission is to build up 30 new networks in Germany and evaluate the LEEN® Method. (Time span: 2008 – 2013)

Links http://www.modell-hohenlohe.de/ http://www.leen-system.de (energy efficiency only)

Contact Person Kurt Weissenbach Thomas Häbe T:xx49-170 3139793 M:[email protected] Büro: Hohebuch 36, 74638 Waldenburg T:xx49-7942 9449110 M:[email protected] www.modell-hohenlohe.de

Factors which contributed to the success of the best practice:

Difficulties encountered in the development of the best practice:


Nordic E-COOP – Denmark, Norway, Sweden, Finland, Aland, Island, Faeroe Islands1

Name Nordic E-Coop Logo No logo yet Country Denmark, Norway, Sweden, Finland, Aland, Island, Faeroe

Islands State, Region - Executing organisation City of Helsinki, Eco-light house, Key2Green, Environment Diploma,

EcoStart, EMS light Nordic, Steen & Ström

Target groups Nordic enterprises

Objectives Developing the co-operation between the established less formal Nordic approaches to eco-management and eco-certification systems with the establishment in the future of a Nordic formal organisation with a common toolkit, shared marketing and logo.

Background Customers and consumers voice their environmental concerns more and more frequently. To meet their requirements, suppliers can implement an environmental management system based on either the ISO 14001 or EMAS standards, which require a lot of resources (both time and money), but are well known – or they can opt for a less formal EMS, which is not as bureaucratic and instead focuses on concrete environmental work, but is internationally less well known. Small and medium enterprises tend to favour the less formal systems because of their down-to-earth approach and lower costs. Several successful less formal approaches to eco-management and eco-certification systems that promote the co-operation between municipalities and businesses exist for SMEs in the Nordic countries (for example Eco-Lighthouse Norway, Environment Diploma Sweden and Green Network/ Key2GreenDenmark). In addition to environmentally beneficial actions, implementation of these models has fostered valuable know-how and competence in the Nordic region. In order to get more firms involved and to give these businesses even better value from using a less formal EMS, there is a need to search for ways with which to coordinate these locally adopted systems. This is best done by examining experiences of existing systems and by following good experiences and learning from the less successful initiatives. It is necessary for the Nordic region to show itself as a good example in the coordination of future development directions for the less formal approaches to eco-management. Common platforms will strengthen the prestige of Nordic environmental management systems in Europe and improve the competitiveness of the Nordic region. In the field of business and environmental protection, it would also promote awareness of the importance that Nordic cultures assign to green values and trustworthiness.

1 The representative of this best practice could not be present at the ECAP Workshop in Budapest.


Project´s description The City of Helsinki has been the coordinator of the Nordic project. It has not yet set up a system for developing the environmental performance of SMEs, but has initiated an effort in the Helsinki Metropolitan area that follows the good experiences of Nordic initiatives and the coordination process. Evaluation of five established less formal EMS initiatives In order to coordinate the future direction for the development of the Nordic models, it is important to utilise existing experiences and evaluate established less formal EMS initiatives. All of the five systems included in this survey (Eco-light house, Green Network, Environmental Diploma, EcoStart, EMS Light Nordic) meet the central requirements of the ISO 14001 and EMAS standards, but they are less bureaucratic and not as expensive to implement. This makes them easier to understand and more user-friendly. The less formal EMSs also focus more on performance demands and results rather than process demands like the formal EMSs. These are the reasons why there is a growing demand for less formal EMS initiatives. Another significant difference in relation to the ISO 14001 and EMAS standards is the role municipal authorities play. Municipal involvement is very strong in some systems. This strengthens the dialogue between municipalities and companies. The five assessed systems have many features in common. This is a significant issue from the point of view of the development of the common platform and the future co-operation process. Business challenges for Nordic co-operation: Case Steen & Ström Although Nordic co-operation is in many ways useful to cities, the coordination of systems across the Nordic countries benefits SMEs the most. At the moment, if a company utilises a local less formal environment system it gains no direct benefits from this beyond the borders of its home country. Steen & Ström, a Nordic shopping-centre proprietor, wanted to utilise local systems in Norway, Sweden and Denmark, but considered it desirable for the systems of different countries to be as alike as possible. Steen & Ström itself is a big company, but its 54 shopping centres are SMEs and hundreds of small and medium enterprises operate at each shopping centre. In total, this means that we can influence thousands of shops and restaurants through one large central operator. This presented a very concrete challenge for Nordic co-operation. Over the course of the Nordic E-COOP project, the firm has initiated environmental efforts in all three countries. The different local less formal EMS initiatives have engaged in dialogue on the development of the common platform of practices and requirements to great effect. The practical viewpoints and requirements the company has introduced to the debate have been helpful because they point out tangible benefits from coordination and provide a schedule for the co-operation effort. Steen & Ström also took part in the Helsinki workshop, where it described the achieved results to the other 30 or so participants who represented nine different less formal EMS systems from all five Nordic countries. The idea of a common Nordic organisation between the less formal EMS initiatives was presented at the Nordic E-COOP for SMEs workshop.

Method The 4steps methodology: Initiative, Plan, Act & Certify The 4steps methodology was developed initially together with Steen &


Ström to help the implementation of the three different initiatives in three countries. The 4steps methodology forms the basis for future co-operation and it is the first practical guide for businesses that wish to use a local/national less formal EMS in more than one Nordic country.

Advantage Partners • Raised the status of the scheme – promoted a sense of belonging

to something big (Nordic network) • More certifications (businesses involved) in future (for example

S&S- own shopping centres) • Experiences • Good ideas • Stimulating • Learning about how other Scandinavian countries work with EMS

for SMEs • Picking up the best practices

Businesses • Certification to become more valuable in future (common logo,

better known, comparable with other countries) • Better systems – more results • More results with the same money (a common toolbox in next

phase) Certification, recognition

All 5 models give the enterprises a good start, if ISO 14001 or EMAS implementations are needed later on


Not available


Depends on the EMS approach

Donor, Fund Depends on the EMS approach Result, case studies According to the questionnaire, the most ideal situation for the future

would be the establishment of a Nordic formal organisation with a common toolkit, shared marketing and logo. An important criterium for the organisation is that those belonging to it should promote strong cooperation between municipalities and the businesses participating in the systems. This distinguishes the systems from, for example, EMAS or ISO 14001. In future, the establishment of a common organisation with shared branding and harmonised routines and criteria for different systems might be possible. In the meantime exchange of experiences and tools, common branding will be very useful, especially for the businesses using the systems. In addition, the process has demonstrated that even a common Nordic system should be considered in future. However, this needs support. The forming of a common organisation requires funding (toolkit, cookbook for routines, translation of the needed material, etc.). After the organisation has established its routines, it should be self-financing.

Links • Eco-light house: www.miljofyrtarn.no • Green Network: www.greennetwork.dk and www.key2green.dk • Environmental Diploma: www.miljodiplom.se • EMS light Nordic: www.ems-light.org

Contact Person Morten Elieson: [email protected]


Factors which contributed to the success of the best practice: Members of the project steering group participated in a questionnaire, which indicated that, generally speaking, the project has been successful. The expectations that the partners had were mostly fulfilled. Especially the cooperation itself exceeded expectations. The partners agreed on the project's objectives and viewed them as top priorities in their work. This kind of cooperation, where everybody is expected to remodel their systems so that they would correspond more closely, requires trust, goodwill and enthusiasm - this was definitely not problem in this project.

Difficulties encountered in the development of the best practice: The threats the established less formal Nordic EMS initiatives are facing were, according to the questionnaire:

• Lack of adequate financing

• EU regulations that might prohibit the municipalities from supplying these kinds of services

• Disparate development of the systems might weaken them all


The ECAP Workshops 2009 are organised for the European Commission, DG Environment

by Eco-Conseil Entreprise scrl (BE) and RSO SpA (IT)

For additional information, do not hesitate to contact:

Marcel van Meesche: [email protected]

Patricia Remacle: [email protected]

----------------------------

Eco-Conseil Entreprise scrl

35 rue van Elewyck

B-1050 Bruxelles

Tel: +32 2 644 96 69

Fax: +32 2 644 94 20

http://www.ecoconseil-entreprise.com

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