How to use the ISO standards effectively to manage energy and environmental performance

Gareth Williams Energy and Environment Manager

14/04/2016

Northern – Overview

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• Originally formed in 2004

• Steady state franchise.

• Largest Train Operating Company (TOC)

• Serco and Abellio 50:50 JV

• Passenger Growth circa 50%

• New 9 year franchise started 1st April 2016.

• Arriva owned

• Second largest TOC

Northern – New Franchise

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• Over £1bn of investment

• Introduction of 281 new carriages and the full refurbishment of the remaining fleet.

• More than 2,000 additional services each week

• Staffing 46 stations across the network which are currently unstaffed.

• Extensive station upgrade plans.

Why we have an EMS

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➢ Help manage our environmental risks and legislative compliance

➢ Improve our reputation with customers and stakeholders

➢ Meet direct requirements within our contract with the Department for Transport

➢ Ensure we are continually improving environmental performance even with growth

➢ Ultimately making the business more efficient

• Respect & Integrity - 3rd party verified

• Leadership

• Engagement / Commitment & Responsibility

• Credibility - reporting to the Board

• Investment – for monitoring and performance improvement

• Ultimately - Improved Performance

• Continual Improvement

ISO Certification Benefits

3rd Party Verification

Leadership – Start at the top• New MD, new business scorecard – environment is

integrated • New Structure – Safety and Environment Directorate • Job titles – Safety and Environment Director • ISO standards – something to shout about but also

something to lose

Personal Development Reviews

Managers Personal

Objectives

Policy

Governance Structure

SEG – Safety Executive Group

ERG – Environment Review Group

EMS WG – Environmental Management System

Working Group

Engagement / Commitment & Responsibility

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Energy Budgets GIVE RESPONSIBILITY TO THE BUSINESS DIRECTORATES

WHICH USE THE SIGNIFICANT ENERGY CONSUMPTION

• Customer Services Director • Service Delivery Director (Operations and Engineering)

ISO 50001 - 2011

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➢ Energy focus, no longer risk management but proactive efficiency work. Reducing our energy costs reduces the bottom line. Environmental improvement actually helped the business be more financially viable and therefore help meet the company finance KPI. We were helpful.

➢ This required leadership buy in, this meant reporting to the board every 4 weeks.

➢ This coupled with CRC put the cost of energy and the impact that we were having on the board of directors radar.

➢ Energy information was cascaded to all site managers - the business was responsible for energy reduction not just the environment team. This meant that more people were working on reducing energy making a bigger impact.

Director Responsibility

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Board reports

Information

Non-Traction Energy

Forecasting

Financial Backing

'-

13,000,000

26,000,000

39,000,000

52,000,000

2009 2010 2011 2012 2013 2014 2015

15% reductionEnergy Reduction

Continual Improvement

Customer Complaints

Continual Improvement

Department ProjectsSafety & Environment 33Operations 10Customer Service 30Programmes and Planning 7Finance 8HR 5Engineering 7Commercial 4  104

Continual Improvement

• 2013 and 2014 Platinum in the BiTC Environmental Index

• 2014 and 2015 Winner North Of England Excellence -

Special Award for Sustainability

• 2015 Winner Rail Business Awards – Sustainability

• 2015 – Winner Environmental Improvement in Passenger

Transport at CILT North West .

Awards