Workshop CC

Best Management Practices … ISO 14001:2015 Revving Up

Management Support

Wednesday, March 22, 2017

8:00 a.m. to 9:15 p.m.

Biographical Information

Tim W. McDaniel, CIH, CSP, EHS Manager Navistar, Inc.

6125 Urbana Rd., Springfield, OH 45502 937-390-4024

Tim.mcdaniel@navistar.com Tim started his career with the Regional Air Pollution Control Agency in Dayton, Ohio in 1985 as an inspector and permit writer. After two years he went to work at Navistar, first as a contract consultant and then with Navistar full-time in 1989. He was promoted to Environmental Manager and then EHS Manager. During this time Navistar has received awards from US EPA and Ohio EPA for pollution prevention. The Springfield Assembly Plant has been registered to ISO 14001 since 2003. Tim’s current responsibilities include ISO 14001, regulatory participation in Ohio and environmental management at the Springfield Assembly Plant. He also serves on the Clark County Solid Waste Management District Policy Committee and the Clark County LEPC. Tim is a graduate of Eastern Kentucky University with a B.S. In Environmental Resources and he received both an MS and MA from Indiana University in Environmental Science and Ecology, respectively.

Jerry Skaggs, PE, CPEA, CP EnMS, Managing Consultant Trinity Consultants Inc.

4500 Brooktree Road, Suite 103, Wexford, PA 15090 412-522-7654 cell

jskaggs@trinityconsultants.com Mr. Skaggs is a Managing Consultant in the Trinity EHS Performance and Risk Management Business Line program for regulatory compliance and management systems. He has 18 years of auditing experience, and 19 years of environmental consulting, facility operations and environmental programs oversight and management experience. He assists clients in establishing programs and ensuring compliance through auditing of their environmental, occupational health and safety, security, quality, Responsible Care® and energy systems. He has conducted over 750 audits of industrial locations aircraft, automotive and vehicle assembly, ceramic, chemical, coatings, electronics, farm machinery assembly, foam, foundry, labeling and closures for wine industry, laboratories, glass, logistics and warehousing, mining, natural gas, non-ferrous metals, paint, paper and pulp, petroleum, plastics, printing, rubber and tire, recycling, rum refining, starch, steel, water and wastewater and wire and cable facilities to various environmental, occupational health and safety, quality, energy, military and bottled water standards. He has held positions of Environmental Business Line Manager, Global Sustainability Program Manager, Environmental Manager and Project Officer.

ISO 14001:2015 Revving Up Management Support

Tim McDaniel

Environmental Manager

Navistar, Inc.

Outline – Part I

• Getting Ready• Management Support• Working with Management to define Context and Scope

• Medium and Heavy Duty Truck Assembly Plant in Springfield• Welding, Painting and Assembly• 1400 employees

• Registered to ISO 14001 since 2003• Individual registrations at manufacturing sites• No corporate registration• Not combined with ISO 9001 registration

ISO 14001:2015 Countdown

• Must be registered to 2015 by September, 2018• Currently registered to ISO 14001:2004 ‐Coordinate with your Registrar – options to transition• Desktop reviews and document reviews by email• Have some sections audited during regular surveillance audits 

• Have a special audit just to focus on the 2015 changes• Registrars expect backlog of last minute requests

• Plan and coordinate with your Registrar now• Extra audit time comes with a charge

Getting Ready

• Study up• The Pitch to Management• The Big Changes

• Scope• Context• Risk based approach

Study Up

• Read and compare• Mark up• Educate yourself

• Articles, blogs• Online or classroom training

• Measure the Gap• Prepare your presentation to Mgt.

How Easy is it to Obtain Management Support?• Distractions, Culture, Personalities, Organizational structure, etc.

• Long term or short term planners• Corporate or Locally driven

Be Persistent (without whining)

• Present the need for a special management review • Use the side door if needed• Elevate if necessary

The Pitch

• Present in a format and time allowance suitable for the audience

• If you are already ISO 14001 registered, document as a management review

• Be Specific regarding ISO 14001:2015 update• How changes affect leadership• Requests you are making as a result of changes

• Budget• Working Group• Project plan timing, etc.

So far ‐

• First Management Review • Presented overview of changes• Requested action – target date & small group – tabled

• Second Management Review• Target date set and small groups identified

• Small groups meeting • Context and Scope

• Corporate staff direction needed• Follow up and again• Working group established

4.1 Understanding the organization and its context

• No method prescribed in the Standard• Choose a process to determine issues

• Issues and Interested Parties Table • Strengths Weaknesses Opportunities Threats (SWOT) analysis• May choose to formalize your method as an procedure within your EMS but not required to do so (promotes consistency and easier to follow during audits)

The organization shall determine external and internal issues that are relevant to its purpose and that affect its ability to achieve the intended outcomes of its environmental management system.  Such issues shall include environmental conditions being affect by or capable of affecting the organization.

5.1 Leadership andcommitmentTop management shall demonstrate leadership and commitment with respect to the environmental management system by:b) ensuring that the environmental policy and environmental objectives are established and are compatible with the strategic direction and the context of the organization (emphasis added)

Need to have top management involved for the EMS to be effective and it helps to demonstrate to the Registrar that they are demonstrating leadership

4 Context of the organization

Context Needs Expectations

Compliance Obligations Scope

Top Management Working Group for Defining Context• During Management Review the Quality Manager and Paint Manager volunteered 

• Env. Manager prepared before the first meeting examples of how others determine context and list of potential issues 

• During meetings• Selected a method to determine context• Listed issues – first draft then sent it to Corporate for review 

Issue Nature Relevant InterestedParties

Risks Opportunities Potential Actions

1 New changed regulatory requirements

External Regulatory authoritiesEmployees/UAW/WHQ

Cost to comply may mean less money for competing projects.  Inability to meet the requirements.Legal liability, fines

Improved relation with regulatorsClassified as minor instead of major

Identification of legarequirementsDetermination of applicabilityImplementation of controls

2 Local community

External Neighbors/farmersGovernment agencies

Nuisance (noise, traffic).Environmental incidents ‐Spills

Improved relation with local government

Participation with SoWaste District, LEPCCommunity engagement,Outreach to local emergency respond

3 Energy Availability, Clean Energy

External WHQCommunity (peak usage availability)

CostRestrictionsEnergy, Demand cutback at request

Cost reductionEnhanced profitabilityCSR image improved

Identification of enesaving opportunitiesEnergy managemen

4 Corporate values andCulture 

Internal WHQ Incompatibility of corporateValues with local cultureCost increaseChanges in expectations/ requirements

Enhanced imageImproved access to market placeImproved relation with regulatorsNew products newInvestment locally

Culture programsCommunity engagementWorking with UAW

5 Solid Waste Management –landfill availability flow

External WHQCommunity / Solid Waste District

Cost increaseLack of choiceClosest landfill reaches nears capacity and

More material recycled or reused.

Returnable containenew recycle or reusestreams

SWOT Analysis

STRENGTHS WEAKNESSES

OPPORTUNITIES THREATS

External

Internal

Helpful             Harmful

4.2 Understanding the needs and expectations of interested partiesThe organization shall determine:a) the interested parties that are relevant to the environmental management system;b) the relevant needs and expectations (i.e. requirements) of these interested parties;c) which of these needs and expectations become its compliance obligations.

Which leads to 6.1.3 Compliance Obligations

2005 version: 4.5.2.2 The organization shall evaluate compliance with other requirements to which it subscribes.

Compliance Obligations

• Greater emphasis than prior standard on non‐regulatory obligations 

• Compliance obligations of interested parties  include:• Regulatory• Contractual• Voluntary (become compliance when you agree to conform to them)• ISO 14001 or other registrations• EPA or DOE voluntary reduction programs• Trade Association codes of practice• Commitments to community partners• Expectations of customers, neighbors, other third parties

4.3 Determining the scope of the environmental management systemThe organization shall determine the boundaries and applicability of the environmental management system to establish its scope.When determining this scope, the organization shall consider:

a) the external and internal issues referred to in 4.1;b) the compliance obligations referred to in 4.2;c) its organizational units, functions and physical boundaries;d) its activities, products and services;e) its authority and ability to exercise control and influence

Once the scope is defined, all activities, products and services of the organization within that scope need to be included in the environmental management system.The scope shall be maintained as documented information and be available to interested parties.

5.2 Environmental policy

Top management shall establish, implement and maintain an environmental policy that, within the defined scope of its environmental management system (emphasis added)

Top Management Working Group for Defining Scope• During Management Review the HR Manager and Controller selected

• Env. Manager prepared before the first meeting list of activities and areas on Navistar property with questions directed to role of Plant Top Management versus other Navistar Management not at the plant

• During meetings• Review property areas and organizational responsibilities of Top Management

• First draft of Scope, sent to Corporate Environmental for review

Scope – What’s in, what’s not?

• What has changed?• 2005: If a part of an organization is excluded from the scope…should be able to explain (Annex A of 2005)

• 2015: Once the scope is defined, all activities, products and services of the organization within that scope need to be included in the ems

• 2015: Factual and representative statement…should not mislead interested parties

• 2015: Must be available to interested parties

Physical Boundaries

• Navistar owns about 500 acres

• Two operating units• Leased farmland controlled by World Headquarters

Leased farm land

Leased farm land

After manufacturing and drive away company

Separate operational unit

Organizational Boundaries

• Two operating units• Report to different Directors at World Headquarters

• SAP plant manager has some oversite for TSC.

• Some environmental management is shared (TRI reporting, Stormwater permitting) others are not (Air permit, SPCC plans, waste ID numbers)

• SAP and TSC report to two different directors, neither in Springfield.

• Other Corporate functions personnel reside at facility

World Headquarters

Assembly Plant PlantMgr.

Operations Maintenance

Truck Service Center Manager

Operations

Dec

Feb‐Mar

Jan

No change required

Next steps

• Finalize date with Registrar• Participate on Corporate work group for common approaches • Updated corporate procedures (Compliance obligations)• Life cycle of products (What belongs to manufacturing)

• Opportunity to hit the reset button• What made sense in 2003 may not now.  Start over with processes and procedures if I want to – parallel systems until I am ready to “go live.”

Conclusion ISO 14001:2015 Provides a Great Opportunity to Engage Top Management

• Time is running out, don’t delay getting started.• New elements in the Standard require more input and direction from Top Management

• Don’t do all the work for them• Getting the Context and Scope right is critical to the success of the EMS

ISO 14001:2015Nuances of the Revised Standard

Jerry Skaggs, PE, CP EnMS,Managing Consultant

EHS Performance and Risk Management

March 21-22, 2017Cincinnati, OH

Introduction

The revised ISO 14001:2015 standard has a number of new requirements and nuances that

need to be understood.

The approach uses the High Level Structure to allow for integration with other standards.

The following discussion is on the major differences or changes in the standard.

Clause 4.1 Organization and its Context

What issues can affect your EMS both positively or negatively?

How do changes affect your EMS?

Understanding your context sets the stage for your EMS!

Clause 4.2 Needs and Expectations

What interested parties are relevant?

What are their needs?

Do these become obligations?

Clause 4.2 Needs and Expectations

Relevant Interested Parties

ObligationsNeeds

Clause 5.1 Leadership

Top Management demonstrates leadership and takes accountability!

Directs and supports persons to contribute.

Supports other leadership roles to demonstrate their leadership.

Clause 6.1.4Planning Action

Plan actions to address significant aspects, compliance obligations, risks and

opportunities.

How to integrate actions into EMS or business processes

Consider multiple options

Clause 7.5Documented Information

Documents and records are addressed as documents

Create, update, and control all documents

Clause 8.1Operational Planning

Life cycle perspective:ControlsProcurementCommunicate to providers

Clause 8.1Operational Planning (cont’d)

Impacts

Transportation/ Delivery

Use End‐of‐Life Treatment

Disposal

Clause 10.2Nonconformity and Corrective Action

Concept of Preventive Action deleted

Determine if similar nonconformities exist or could occur